Business Chemistry. Practical Magic for Crafting Powerful ...

CONTENTSCoverTitlePageCopyrightDedicationForewordChapter1:ThePowerofChemistry

OriginsDiamondsareaFirm'sBestFriendAMatterofStyleBuildingaBetterMouseTrapTheBasicsofBusinessChemistryActivatingthePowerofDiversityReferences

Chapter2:TheLayoftheLandBusinessChemistryCoreBusinessChemistryElectivesBusinessChemistryApplicationsPersonalBusiness

BusinessChemistryCoreChapter3:PioneersValuePossibilitiesandSparkEnergyandImagination

TheProblemswithPioneersThePromiseofPioneers

Chapter4:GuardiansValueStabilityandBringOrderandRigorTheGripesAboutGuardiansTheGiftsofGuardiansReferences

Chapter5:DriversValueChallengeandGenerateMomentum

CommandersScientistsTheDifficultieswithDriversTheDeftnessofDrivers

Chapter6:IntegratorsValueConnectionandDrawTeamsTogetherTeamersDreamersTheIssueswithIntegratorsThe(Social)IntelligenceofIntegrators

Chapter7:RecognizingOthersThroughBusinessChemistry“Tells”LookforTraitsUniquetoaTypeLookforTraitsSharedBetweenTypesPutTogetheraHunch

Chapter8:UsingBusinessChemistryResponsiblyAvoidJumpingtoConclusionsReferences

BusinessChemistryElectivesChapter9:WhataboutIntrovertsandExtroverts?

What'sinaLabel?NotLunaticsMoreFraternalThanIdenticalWho'sBetter?Who'sBest?References

Chapter10:Stress,CareerAspirations,andOtherHeadlinesStress!PsychologicalSafetyLocusofControlCareerAspirationsCareerPrioritiesConditionsforThriving

ReferencesChapter11:NatureorNurture?(andOtherTimelessQuestions)

BusinessChemistryonMarsandVenusTalkin''BoutMyGeneration'sBusinessChemistryChemistryintheCornerOfficeReferences

BusinessChemistryApplicationsChapter12:PioneersinHell:HowtoStopKillingTheirPotential

Let'sTalkAboutitThat'saWrapReferences

Chapter13:GuardiansinHell:HowtoStopKillingTheirPotentialLet'sTalkAboutitThat'saWrapReferences

Chapter14:DriversinHell:HowtoStopKillingTheirPotentialLet'sTalkAboutitThat'saWrap

Chapter15:IntegratorsinHell:HowtoStopKillingTheirPotentialLet'sTalkAboutitThat'saWrapReferences

Chapter16:CreatingPowerfulRelationshipswithColleagues,Customers,andEveryoneElse

WhenOppositesdon'tAttractEngagingaPioneerifYou'reaGuardianEngagingaGuardianifYou'reaPioneerEngagingaDriverifYou'reanIntegratorEngaginganIntegratorifYou'reaDriverWhenyou'veGotTooMuchinCommonIfYou'reaPioneerWorkingwithAnotherPioneer

IfYou'reaDriverWorkingwithAnotherDriverIfYou'reanIntegratorWorkingwithAnotherIntegratorIfYou'reaGuardianWorkingwithAnotherGuardianWhenYouNeedtoFlexJustaLittleFlexingwithStrangers

Chapter17:PuttingBusinessChemistrytoWorkOnYourTeams1.WhatKindofEnvironmentDoYouhaveToday?2.What'sYourTeam'sGoal?3.WhoAreYourPrimaryStakeholdersandWhat'sTheirPerspective?4.What'stheCurrentCompositionofYourTeam?WorkingWithWhatYou'veGotCreatingaWholeThat'sMore(NotLess)ThantheSumofItsPartsDon'tTryThisonYourOwnReferences

Chapter18:GotChemistry?AbouttheAuthors(orWhenaPioneerandaGuardianWorkTogether)

WhoAreWe?IntheBeginningWeShouldWriteaBookTogether.Wouldn'tThatBeFun?

Appendix:DetailsoftheBusinessChemistrySystemAbouttheAssessmentSamplesandMethodologiesPropertiesofBusinessChemistryReferences

AcknowledgmentsPhotoCreditsEndUserLicenseAgreement

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BusinessChemistryistheregisteredtrademarkofDeloitteToucheTohmatsuLimited.

ThebargraphsinChapters10and11arecopyrightedworksofDeloitteToucheTohmatsuLimited.

LibraryofCongressCataloging-in-PublicationData

Names:Christfort,Kim,1974-author.|Vickberg,Suzanne,1971-author.

Title:Businesschemistry:practicalmagicforcraftingpowerfulworkrelationships/KimChristfort,SuzanneVickberg.

Description:Hoboken:Wiley,2018.|

Identifiers:LCCN2018007684(print)|LCCN2018010237(ebook)|ISBN9781119501640(epub)|ISBN9781119501626(pdf)|ISBN9781119501565(hardback)

Subjects:LCSH:Leadership.|Employeemotivation.|Careerdevelopment.|BISAC:BUSINESS&ECONOMICS/Management.|BUSINESS&ECONOMICSLeadership.|BUSINESS&ECONOMICSAccounting/General.

Classification:LCCHD57.7(ebook)|LCCHD57.7.C5232018(print)|DDC658.3/14–dc23

LCrecordavailableathttps://lccn.loc.gov/2018007684

Suzanne

Tomymomanddad,whohaveshownmeIcangoanywhere,doanything,andbeanyoneIwant.

Kim

Tomyfamily,fortheirunwaveringloveandsupport.

Foreword

ByPunitRenjenIspendmuchofmytimeontheroad,meetingandworkingwithbusinessleadersfromaroundtheworld.TheinsightsIgain—abouttheworld,aboutpeople,evenaboutmyself—areaconstantsourceoflearningandinspiration.

Probablythemostvaluableinsightformethusfarconcernswhatittakestoeffectivelyconnectwithotherpeople.Anditisnotwhatyoumightthink.

Whilemyexperiencehasshownmethat,ashumanbeings,wearemorealikethanwearedifferent,ithasalsohelpedmetoseethatsimilaritiesarenottheonlybasisforconnection.Itiswhenweunderstandandeffectivelynavigateourdifferencesthatsomeofthemostmeaningfulconnectionsaremade.ThatiswhatmakesBusinessChemistrysuchaneffectivetool.

Considerallofthedifferenttypesofpeopleyouencounterinthecourseofyourday-to-dayinteractions.Peoplewhoprioritizediplomacy,andotherswhoprefercandor;peoplewhofocusonthebigpicture,andotherswholiveinthedetails;peoplewholiketheslowplay,andotherswhowanttocuttothechase.BusinessChemistryprovidesaframeworkforidentifyingthesedifferenttypesofpeoplesothatyouknowquicklywhatapproachtotakeandwhen.Haveyouevertriedtowalkthroughadetailedslidedeckwithabig-ideasperson?Notfun.Andmoreimportantly,noteffective.

Byhelpingtoidentifypeople'sworkingstyles,BusinessChemistryproducesthekindofseamlesscollaborationthatnormallytakesyearsofworkingtogethertodevelop.Anditdoessonotbyforcingustofindcommonground,butbydrawingonthestrengthofourdiversityasaglobalbusinesscommunity.Proofpositivethatpeoplecanthinkdifferentlyandstillcometogether.

IknowwhatBusinessChemistryhasdoneformyteam,arobustmixofallfouridentifiedtypes:Pioneers,Integrators,Guardians,andDrivers(mycategory,whichisprobablynotasurprisetothosewhoknowme).Iwouldencourageeveryonetoaddittotheirbagoftricksforbuildinghighlyeffectiverelationships—bothwithinandoutsideoftheirorganizations.

Ithasbeensaidthatittakesalltypestomaketheworldgoround.Ibelievethattobetrue,particularlywhenitcomestobusiness.Weneedthedoersandthedreamers,theharddriversandtherelationshipbuilders,theextrovertsandtheintroverts.Eachhasaroletoplay,butit'snotenoughforthemtohaveaseatat

introverts.Eachhasaroletoplay,butit'snotenoughforthemtohaveaseatatthetable.It'stheirabilitytoworktogetherthatcompletesthepicture.

PunitRenjenisthechiefexecutiveofficerofDeloitteGlobal.DeloittereferstooneormoreofDeloitteToucheTohmatsuLimited,aUKprivatecompanylimitedbyguarantee(“DTTL”),itsnetworkofmemberfirms,andtheirrelatedentities.DTTLandeachofitsmemberfirmsarelegallyseparateandindependententities.DTTL(alsoreferredtoas“DeloitteGlobal”)doesnotprovideservicestoclients.Pleaseseewww.deloitte.com/abouttolearnmoreaboutourglobalnetworkofmemberfirms.

ThePowerofChemistry“It'sjustlikedating!”mycolleagueexclaimedasherushedintotheroom.Arecentdivorcé,Brianhadjustdiscoveredonlinematchmakingwebsites,soitwaswithsometrepidationthatIaskedhim,“What'sjustlikedating?”

“Businessrelationships,”hereplied.

AtthatpointIwasdubiousaboutwheretheconversationwasheading,butthenhecontinued,saying,“It'sallaboutthechemistry.”

Chemistry.Apowerfulwordusedtorepresentthatmagicalsomethingthatcanexistbetweenpeople—andnotjusttheromanticallyinclined.Thetermisappliedbroadly,fromsuccessfulsportsteamstohighlyratednewsanchorstopopularpoliticalleaders.Inmostcasesitspresenceisobvious,butmysterious.Itishardtoknowexactlywhat'sbehindit.It'sjustthere.

Ofcourse,chemistryisalsoabranchofsciencethatexploreswhatmatterismadeofandhowthoseingredientsinteract,combine,andchange.Asaformerpre-medstudent,Ivividlyrecallmyafternoonsintheorganicchemistrylab,carefullytitratingthisandheatingthattocreatetheperfectcocktailthatwouldbringabouttheparticulartransformationIwashopingfor(ratherthananexplosion).Thisotherdefinitionofchemistrypertainstotheprecise,analytical,andmeasured(literally).Andyettheresultstillsomehowfeelsmagical.

Brian'swordsaboutbusinessrelationshipsmadesomethingclickforme.Hewasright;chemistryisahugefactorinbusiness.Andnotjustinestablishedworkingrelationships,butinanyinteractionbetweenpeople,whethertheyknoweachotherwellornot.Onceyoustartlooking,itspresenceorabsenceisnoticeableeverywhere.Withthatcolleagueyouseekoutwhenyouwanttoriffonanewideaversustheoneyouavoidbecausehe'ssodifficulttoworkwith.Withtheclientwhowillworkwithnoonebutyou,versustheoneyoucan'tseemtoclickwith.Withtheteamsthatachieveoutsizedsuccess,versusthosethatchurnandchurnandnevermakeprogress.Timeandagainwe'veseenhowchemistrycanbetheinvisibleforcetiltingtheoutcomeinonedirectionortheother.

Weoftenconsiderthegreatchemistryinthesesituationstobesomethingwe

Weoftenconsiderthegreatchemistryinthesesituationstobesomethingweeitherhaveordon't.Wethinkofitlikeluck,anabstractboontowishforbutnotsomethingtoexpect.Howeverwerarelyquestionwhetherthere'sawaywecouldconcoctitourselves.Whatifinsteadwevieweditasadiscipline,onethatexplorestheelementsbehindhumaninteractionsandhowtheymightbebroughttogethertominimizeexplosionsandmaximizepositiveoutcomes?Whatifwetookascientificviewontheartofbusinessrelationships?

ThatquestionkickedoffthedevelopmentoftheBusinessChemistryProjectatDeloitte,whichhasbecomeaseven-yearexplorationintowhatmakespeopleclickorclash,whysomegroupsexcelandothersfumble,andhowleaderscanmakeorbreakteampotential.WhatisBusinessChemistry?

Whatmakespeopleclickorclash

Whysomegroupsexcelandothersfumble

Howleaderscanmakeorbreakteampotential

Inshort,itisananalytics-driventoolforunderstandingandleveragingdifferencesbetweenpeople.Ithasbeenusedbyhundredsofthousandsofprofessionalsaroundtheworldtobuildhealthierteams,enhancecustomerengagement,andbecomemoreeffectiveleaders

Buildhealthierteams

Enhancecustomerengagement

Becomemoreeffectiveleaders

ThisbookisdedicatedtohelpingyouusetheprinciplesofBusinessChemistrytobuildyourownpowerfulrelationships,high-performingteams,andexceptionalorganizations.

Asoneoftheoriginalarchitectsofthesystem,I'mwritingthisfirstchaptertolaysomegroundworkforwhywedevelopedthistoolinthisfirstplace.Intherestofthebookmyco-author,Suzanne,willjoinmeinsharingsomeofthemostimportantwaysinwhichpeoplediffer,andhowthosedifferencescancauseconflictsbetweenindividualsandinconsistentperformanceonteams.Thinkyourcolleaguedoesn'tgetit?Theirworkingstylemaysimplybetheoppositeofyours.Thinksomeofyourteammemberslackcommitment?Yourteamnormsmightbedrainingtheirenergyandsappingtheirpotential.Throughoutthisbookwe'llprovideyouwithpracticalstrategiesforcreatingbetterbusinesschemistrywiththoseyouworkwith,improvingtheperformanceofeveryoneinvolved.We'llshareideasforhowtomanage,motivate,andinfluencedifferenttypesofpeople.We'llofferstrategiesforearningtheirtrustandrespect.Andwe'llexplorehowtoleadyourteamssothateveryonecanexcelanddelivertheirbestperformance.Butinordertogetthere,ithelpstounderstandfirstthingsfirst.

OriginsThetruthis,thatearlyconversationIhadwithBriancatalyzedamassofexistinginterestaroundthistopicwithinourteam.Wehadnoticedthatcertainpeopleinourorganizationwereconsistentlyoutperformingtheaverage,atrendthatstayedtrueevenwhentheyswitchedfromoneclienttoanother.Soweembarkedonanefforttobetterunderstandwhatmadetheseindividualsspecialandwhetherwecouldhelpotherstoperformlikethem.Ourcorporatesleuthingrevealedthat,forthemostpart,whattheseoutliersweredoingwassimilartoeveryoneelse.Theyperformedthesametypesofwork,onthesamesizeprojects,withthesamelevelofexpertise.Whatwasn'tthesamewastheirapproachtoworkingwithothers.Thesestarperformersweren'tjustdeliveringservices,theywerebuildingrelationships—withclients,withtheirteams,andwithoneanother.Notonlythat,butitseemedtheywerewhatyoumightcallrelationshipnaturals.Theydidn'tappeartoconsciouslythinkaboutwhytheyshouldbuildrelationshipsorhowtobuildthem,theyjustdiditanddiditwell.Theyeachseemedtobehighlyattunedtotheirclients'individualneeds,andwouldfrequentlytalkabout“walkingintheirclients'shoes.”Whenwespokewiththeirclients,theycouldn'treallyidentifywhytherelationshipsweresostrong.Theywouldsaythingslike,

“Hejustgetsme”or“Wecomplementoneanother.”

Wesuspectedthatthesecretsauceforeachoftheseindividualswasempathy.Decadesofstudieshaveshownthatempathyisintegraltoeffectivehumanconnection1,andrecentresearchfurtherdemonstrateslinksbetweenempathyandleadershipperformance23,aswellascommercialsuccessattheorganizationallevel.4Ourhigh-performingpeopleseemedtohaveanextradoseofthisimportantquality,whichtranslatedintogreatchemistrywiththeirclients,colleagues,andteams.

Soourhypothesisaboutempathywasallfineandgood,butnowwewereupagainstadauntingchallenge.Wewereanorganizationofwelloverahundredthousandpeople,andgrowing.Ifwewantedtoscalethesuccessofourhigh-empathystars,we'dneedtorelyonsomethingmorethanjustnaturalempathicability.Butitwasn'timmediatelyclearwhatweshoulddonext.Afterallourdigging,wewonderedifourinvestigationhadreachedadeadend.Butitturnsouttheanswer,dearreaders,waselementary.

DiamondsareaFirm'sBestFriendSadlyI'veforgottenmuchofwhatIlearnedinmycollegesciencecourses,butmyconversationwithBrianaboutparallelsbetweenbusinessanddatingdidunearthonerelevantgemofknowledgefromthedepthsofmybrain,specifically,afactaboutdiamonds.See,organicchemistryhingesaroundthecoreelementcarbon.Andinitspurestate,carbonhastwowell-knownforms,coalanddiamonds.(Let'shopeSantadoesn'tconfusethetwowhenhevisitsmyhousethisyear.)

Naturallyoccurring,thediamondformofcarbonhasalwaysbeenhighlyvaluedduetoitsrarity.Asaresult,peoplehavelongbeenexperimentingwithhowtotransformlesserformsofcarbonintohigh-worthdiamonds.Theearliestrecordedattemptstodosodatebackto1797.5Thenfinally,in1954,GEcreatedthefirstcommerciallysuccessfulsynthesizeddiamond.6Theinterestingthingaboutthesecultivateddiamondswasthattheyweren'timitations;theyweretherealdeal,purecarboncrystallizedinisotropic3Dforms.Infact,thesesyntheticdiamondsactuallypossessedsomepropertiesthatmadethemsuperiortonaturallyformeddiamonds,particularlyforindustrialapplications,whichrequirehardness,thermalconductivity,andelectronability.

Thinkingaboutthesevariousformsofcarbon,Irealizedthatouroutlierperformerswere“diamondsinourmidst.”Theypossessedsomethinghighly

performerswere“diamondsinourmidst.”Theypossessedsomethinghighlyvaluableandnaturallyoccurring:gem-gradeempathy.Butifwewantedtoraisetheperformanceofallourpeopletotheirlevel,wecouldn'trelyonnature;weneededtofollowtheexampleofthesyntheticdiamondinnovatorsandfigureoutawaytocultivateit.Andlikelab-createddiamonds,ourcultivatedempathywouldnotonlybeauthentic,wehoped,butsuperiortoorganicempathyforbusinessapplications.Withthatclarity,wesetoffonajourneytofigureouthowwemighthelpourpeoplebecomemoreempathic.

AMatterofStyleIfyou'regoingtotrytocultivateempathy,ithelpstofirstbeclearaboutwhatyoumeanbyit.Wedefineempathyasunderstandingandidentifyingwithanotherperson'sperspective.Itwasthisabilitywewantedtonurtureinourleadersandprofessionalsacrosstheorganization.Butlikebumperstickeradvice,thisseemedeasiersaidthandone.Unlessyouknowsomeonereallywell(whichoftenisn'tthecaseinabusinessenvironment),youmaynotevenbeawareofwhattheirperspectiveis,letalonereallyunderstandoridentifywithit.Andasforcomingstraightoutandaskingsomeonetotellyouallabouthowtheyseeandexperiencetheworld?Awkward.

Whatweneededwasasimplewaytohelppeopledevelopempathy—somecluetheycoulddetectinabusinessenvironmentwithoutaskingalotofquestions.Somethingtheycoulddirectlyobservethatwouldcorrelatestronglywithanindividual'sdistinctperspective.Thatclueturnedouttobeworkingstyle.

Workingstyleisessentiallyyourpersonalitymanifestinabusinesssetting.

Workingstyleisessentiallyyourpersonalitymanifestinabusinesssetting.It'sacompositeofhowyouprocessinformation,makedecisions,connectwithpeople,andamultitudeofotherfacetsthatreflectyouruniqueperspective.Byobservingwhethersomeone'sworkingstyleismorespontaneousorstructured,morediplomaticordirect,moreconceptualorconcrete,youcanstarttogetaprettyclearpictureoftheirperspectiveonthings.Andwhileitseemsobviousthatindividuals'workingstylesdifferinsignificantways,peopleoftenoverlookthesedifferences,orseethemasnuisancestobetoleratedratherthancluestobeunderstood,appreciated,andleveraged.Tocultivateempathy,youneedtorecognizethesedifferencesforwhattheyare—usefulsignalsaboutanindividual'sperspective,andthebuildingblocksofpowerfulworking

individual'sperspective,andthebuildingblocksofpowerfulworkingrelationships.

Butinordertofuelthatmagicalchemistryofgreatbusinessrelationships,youneedgem-gradeempathy.Thatrequiresgoingbeyondsimplyacknowledgingdifferencesandbuildingunderstanding,toactingonthatknowledge.Asitturnsout,thosekindergartenlessonstotreatothersthewayyouwanttobetreatedonlygosofarinanenvironmentwherethewayyouliketothink,behave,andworkisdifferentfromwhatIlike.Withthekindergarten'sGoldenRuleinmind,weoftendefaulttoourownpersonalworkingstylesandassumeothersprocessinformation,makedecisions,andconnectwithpeoplethesamewaywedo.Thenwewonderwhythatyieldsmostlyfrustration,misunderstanding,andwastedpotential.

WedevelopedBusinessChemistrytohighlightsomeoftheseimportantdifferencesinthenameofempathy-building.Ourgoalwastohelpourpeoplequicklyidentifysomeone'sworkingstyle,understandhowit'sdifferentfromorsimilartotheirown,andthentoactonthatknowledgebyflexingtheirownstylerelativetotheotherperson.Inotherwords,treatothersastheywanttobetreated.That'sgem-gradeempathy.Ultimately,withBusinessChemistrywecreatedaworkingstyleassessmentandframeworkthatmakespracticaltheseeminglymagicalpracticeofcraftingpowerfulworkrelationships.

BuildingaBetterMouseTrapOk,wegetit—theideathatpeoplehavedifferentpersonalities,workingstyles,andwaysofbeingisnotexactlynew.SincetheancientGreeks,atleast,humanshavetriedtocategorizeandcatalogthoughtsandbehaviors,feelingsandpreferences.Andwerealizethatintoday'smoderntimesthereisnoshortageofsystems,assessments,andtoolsavailableforclassifyingpeople'sstyles,whetherintheworkplaceorinmorepersonalrealms,andwhetherseriousandpractical

intheworkplaceorinmorepersonalrealms,andwhetherseriousandpracticalorfunandfrivolous.(Howmanyonlinequizzesdidyoutakelastmonth?)We'reveryawareoftheubiquityofthesesortsofsurveysandweoftenstartwiththefollowingrequestwhenintroducingBusinessChemistrytoagroup:“Raiseyourhandifyou'vetakenapersonalityorworkingstyleassessmentbefore.”Rarelydoesahandfailtorise.

Butthenweaskaquestion:“Howmanyofyou,regardlessoftheassessmentyoutook,canrememberwhattypeyouareandwhatthatmeans?”Abouthalfthehandsgodownandthepreviouslyself-satisfiedexpressionsturnabitsheepish.Andthenwethrowoutonemorequestion:“Howmanyofyoucouldguessthetypeofthepersonnexttoyou,basedonafewkeyobservations,andwouldknowhowtotailoryourinteractionsaccordingly?”Atthispointeyeslookdown,headsbegintoshake,andperhapsjustoneortwohesitanthandsremainraisedathalf-mast.

Right.Sotheconceptisn'tnew,andmosteveryonehasbeenexposedtothesekindsoftoolsbefore.However,we'vefoundthat:1)manypeopledon'trememberwhattheylearnedaboutthemselvesmuchlesswhattheylearnedaboutothers,and2)mostpeopledon'tknoworcan'trememberhowtoapplythatinformationtocreatechemistryintheirownworkrelationships.

Thisiswhywesetouttodevelopanewsystem—onethatwouldbebothmemorableandactionable.Whatyou'llfindisthatBusinessChemistryispowerfulnotbecauseitinvalidatesexistingtheoriesorrevealssomegroundbreakingnewdiscoveryabouthumannature.Quitetheopposite,infact.Thissystemispowerfulbecauseittakesafreshapproachtoanage-oldtopic.Builtforbusiness,it'spurposelydesignedtobepracticalandsticky,distillinganoftenmurkysubjectdowntotheessenceofwhatreallymattersforpeopleinaworkenvironment.

TheBasicsofBusinessChemistryTheBusinessChemistrytypesarethefocusoftherestofthisbook,soyou'reabouttolearnallaboutthem.Fornow,though,I'lltideyouoverwithaquicksummary.Doyourecognizeyourselforyourcolleaguesinanyofthesedescriptions?

Pioneersvaluepossibilitiesandtheysparkenergyandimagination.They'reoutgoing,spontaneous,andadaptable.

They'recreativethinkerswhobelievebigriskscanbringgreatthings.

Guardiansvaluestabilityandtheybringorderandrigor.They'repractical,detail-oriented,andreserved.They'redeliberatedecision-makersapttostickwiththestatusquo.

Driversvaluechallengeandtheygeneratemomentum.They'retechnical,quantitative,andlogical.They'redirectintheirapproachtopeopleandproblems.

Integratorsvalueconnectionandtheydrawteamstogether.They'reempathic,diplomatic,andrelationshiporiented.They'reattunedtonuance,seeingshadesofgreyratherthanblackandwhite.

©2018.DeloitteToucheTohmatsuLimited

Ofcourse,wedon'tallfitneatlyintooneofthesecategories.Infact,weareeachauniquecombinationofallfour,anddependingonthecontextorsituationinwhichwefindourselves,wemaydemonstratebehaviorsassociatedwithanyofthetypes.Yetmostofusfindthatingeneralwestronglyassociatewithoneortwoofthetypesandthatourbehaviorwillberelativelyconsistentacrossvarioussituations.Foreaseofuseinthisbookwe'llrefertothesefourtypes,andtopeopleresemblingthem,byusingthesimplelabelsofDriver,Integrator,Guardian,andPioneer.Wetrustthatyou,asourreaders,willunderstandthatwe'reusingashortcut.WhenwerefertosomeoneasaDriver,whatwereallymeanisapersonwithlotsofcharacteristicscloselyassociatedwiththeDrivertype,whothinksandbehaveslikeaDrivermuchofthetime.Whiletheformerisn'tperfectlyaccurate,thelatterisprohibitivelyawkward.Wethankyouinadvanceforrememberingthatwe'resimplifying.(Andspeakingofsimplifying,Iknowthatsomeofyouarereallyinterestedinthedetailsabouthowthesystemwascreatedandthespecificsbehinditsapplication.Youcanfindallofthatintheappendix.)

theappendix.)

ActivatingthePowerofDiversityUltimately,themagicofBusinessChemistryisnotinthetypesindividually,butintheircombinationscollectively.Asyoumayhavealreadydiscerned,GuardiansandPioneershaveoppositeworkingstyles,asdoDriversandIntegrators.BusinessChemistrycanbeparticularlyvaluablewithdiversitylikethis,helpingpeopleworkacrossthesekindsofstarkdifferences.Butevenwhendifferencesaremoresubtle,understandinghowtoreconcilethemandusethemtoyouradvantageiscrucialforcreatinggreatchemistry.

Diversityinthebroadestsense—ofthought,background,orexperience—isoftenlaudedasadriverofperformance.7Andmostteamsandorganizationshavesomelevelofdiversitytodrawupon.Butevenwhenmanydifferentperspectivesarerepresented,leadersoftentreatpeopleasifthey'reallthesame(thatgoodoldkindergartenlessonwementionedearlier).Asaresult,theyfailtotapintodiversity'spowerfulpotential.Furthermore,theyinadvertentlyfosterenvironmentsthatmarginalizeorneglecttonurturethosewhoaredifferent.Andwefindtheyoftendon'trealizethey'redoingthisanddon'trecognizethenegativeimpactit'shaving.

Inourworkwiththousandsofexecutivesandprofessionals,we'veseenthischallengeoverandoveragain:ACEObeatsherheadagainstthewallbecauseherteamkeepsderailingandcan'tdeliveronthestrategy.AVPdoesn'tunderstandwhyherteammembersconstantlyundercutoneanother'sefforts.ACFOfeelshisowncontributionsaren'tbeingvalued.Thesesituationscouldbeattributedtosubpartalent,incompetentleadership,orpoororganizationalmodels,buttheycouldalsobecausedbyunrecognizedandunderleverageddifferencesbetweenworkingstyles.

Contrastthosescenarioswithleadersandteamsthatactivelymanagediversity:Anexecutiveteamdramaticallyincreaseseffectivenessbytappingintocomplementarystrengths.ACHROimprovesperformancebylettingindividualstailortheirworkenvironmentstotheirneeds.Adirectorbecomesakeycontributortotheleadershipteambyshapinghisinteractionswithothersaccordingtotheirindividualstyles.Inthesestoriesofsuccess,peopleappreciatediversity,andadapttomakethemostofit.

Themostsuccessfulleadersandteamswe'veworkedwithtakeitonestepfurther.Theydon'tjustrespondtotheworkingstyledifferencesaroundthem,buttheyactivelycultivatediversity—inleadershippairings,withinteams,and

buttheyactivelycultivatediversity—inleadershippairings,withinteams,andacrossorganizations—bringingtogethercomplementarystrengthsthroughthoughtfulmanagement.Theygobeyondflexingonaone-on-onebasistoactivelyappreciatingandleveragingthemulti-dimensionalityoftheirteams.Theycreateenvironmentsthatbothempowerandcompelpeopletomaketheirverybestcontributions.

Whilethebenefitsofdiversityarereal,they'refarfromautomatic;theymustbeactivated.

ThisisthetruemissionofBusinessChemistry.Toprovideasimple,practicalwaytoidentifymeaningfuldifferencesbetweenpeople'sworkingstyles.Tograspwhereothersarecomingfrom,appreciatethevaluetheybring,anddeterminewhattheyneedinordertoexcel.Andfinally,toofferwaystoactuponthatinformationinordertobemoreeffectiveasindividualsandasleaders.Becausewhilethebenefitsofdiversityarereal,they'refarfromautomatic;theymustbeactivated.Eachstylemustberecognized,valued,nurtured,andintegratedtocreateanoverallenvironmentwhereallcanthrive.

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6.Kellner,Tomas.“DiamondsWeren'tForeverintheGEStore,butCarbonWillBe.”GEReports.May21,2015.https://www.ge.com/reports/post/119548896365/diamonds-werent-forever-in-the-ge-store-but/.

7.Page,ScottE.TheDifference:HowthePowerofDiversityCreatesBetterGroups,Firms,Schools,andSocieties.Princeton,NJ:PrincetonUniversityPress,2007.

TheLayoftheLandBeforewejumpintotherestofthebook,wethoughtitmighthelptoprovideabrieflayoftheland—particularlyforthoseofyouwholikecontextorareimpatienttoknowwhat'sahead(webetweknowwhoyouare).Broadlyspeaking,we'veorganizedthechaptersintothreesections:BusinessChemistryCore,BusinessChemistryElectives,andBusinessChemistryApplications.Considertheorderinwhichwepresentthechapterstobeasuggestion.Youmightprefertoreadtheminadifferentorder,or(gasp)youmightevenskipachapterortwo.That'sperfectlyfine.Noteveryoneisinterestedinthesamethings!

BusinessChemistryCoreThisfirstsectionofthebookisdedicatedtohelpingyoubuildasolidunderstandingofBusinessChemistry.

Chapters3through6eachfeatureoneoftheBusinessChemistrytypesandshouldprovideyouwithenoughinformationtoidentifyyourowntypewithconfidence.We'lltellyouaboutthekeytraitsandcharacteristicsofthetypeandoutlinepeople'scomplaintsaboutthem.Thinknoonecouldpossiblycriticizeyourtype?Thinkagain!Eachofthesechaptersendswiththegoodstuff:describingtheparticularvaluethattypebringstoateam.Thisisonereasonyoushouldreadallofthesechapters,evenifyoustartwiththeonethatsoundsmostlikeyou.

InChapter7we'llteachyouhowtomakeaneducatedguessaboutsomeone'sBusinessChemistrytype,evenwithlimitedinformation.Youcanusethesetechniquestohypothesizeaboutyourcolleagues',customers'orevenyourowntype.You'lllearnaboutsomeofthetraitssharedbetweentypesandwhyit'ssoimportanttoconsidercontextwhenattemptingtointuitsomeone'stype.

Chapter8offerssomeguidelinesforusingBusinessChemistryresponsibly.We'lladdresstheissueofstereotypinganddiscussthedifferencebetween

unconsciousbiasandconsciouscategorization.Thenwe'llcautionyouaboutsomepossiblepitfallsofusingBusinessChemistrycarelessly,andsuggeststrategiesforavoidingthem.

BusinessChemistryElectivesThesecondsectionofthebookoffersaricherviewofthetypes.Itexploresmanyofthequestionspeopleroutinelyaskabouthowthetypesdifferandhowtheyrelatetovariousotherkeytopics.Whilethisinformationwillenrichyourunderstandingofthethirdpart,“BusinessChemistryApplications,”youcouldgoontoapplytheprincipleswithoutreadingthissection.Forthatreasonweframethesechaptersaselectives.Forthoseofyouwhocravenumbersandgraphs,thereisalotofdatainthissectiontoquenchthatthirst.

Chapter9addressesthepopulartopicsofintroversionandextroversion.We'llsharehowthisparticularlensrelatestoBusinessChemistryandaddsalevelofnuancetohowweseethetypes.We'llalsoillustratesomewaysinwhichanIntrovertisnotjustanIntrovert—therearedifferencesbetweenourintrovertedtypes—norisanExtrovertjustanExtrovert—weseedifferencesbetweenthosetypesaswell.

Chapter10willhelpyoudevelopanevendeeperunderstandingofthetypesandthemanywaysinwhichtheydifferfromoneanother.We'llsharefindingsfromourlarge-scaleresearchstudiesandhighlighthowBusinessChemistryrelatestoresponsestostress,psychologicalsafety,locusofcontrol,careeraspirationsandpriorities,andtheconditionsunderwhichthetypesthrive.We'llalsodiscusswhenandhowthedistinctionbetweenIntrovertsandExtrovertsaddsanimportantperspectiveonourfindings.

ThissectionendswithChapter11,whichaddressestheage-oldquestionofwhereourdifferencescomefrom.Arewebornwithapreferenceforspreadsheetsorwhiteboards?Dowelearndirectnessordiplomacyinchildhood?Isourcomfortlevelwithambiguityareflectionofourroleatwork?We'llexplorethesequestionsbyviewingourBusinessChemistrydatathroughthelensesofgender,generation,organizationallevel,andleadership.

BusinessChemistryApplicationsThefinalpartofthisbookwillserveasyourguideforapplyingalltheunderstandingyougainedinthefirsttwoparts.AsRalphWaldoEmersonsaid,“Anounceofactionisworthatonoftheory.”

“Anounceofactionisworthatonoftheory.”

Chapters12through15takeyouthroughkeythingsnottodowitheachofthetypes,bysharingstoriesof“workplacehell”fromeachtype'sperspective.Theseexamplesbringtolifecommonscenariosthatsaptheenergyandpotentialofthedifferenttypesinwaysthatcanleadtolowerlevelsofengagement,commitment,andperformance.Thenyou'llgetaninsider'sviewintoourownthoughtsandperspectivesabouteachstory—whatwentwrongandwhatcouldworkbetter—presentedthroughapen-pal–styleconversationbetweenus.Throughthesediscussionswe'llofferlotsofadviceforhowtomakeyourteamandworkplacemorepalatableforeachtypesotheycanperformattheirbest.Andyou'llgetagoodsenseofhowSuzanne'sviewofthingsasaGuardian-IntegratordiffersfromKim'sasaPioneer-Driver.Weendeachofthesechapterswithstrategiesthatcanbeemployedbythefeaturedtypetoimprovetheirownsituationbecause,whileitwouldbegreatifeveryone'smanagerwereaBusinessChemistryexpert,sometimesyouhavetotakecareofthingsyourself.

Chapter16isfocusedonwhatyoucandotoflexyourstyleinordertocreatepowerfulworkingrelationshipswithothers.Westartwithsuggestionsforinteractingwithyouroppositetype,whichisoftenthemostchallenging.Wealsoprovidetipsforhowtobemoreeffectivewiththosewhoarethesametypeasyou,andthosewhoareadifferenttypebutsharekeytraitswithyou.

Chapter17addressesquestionsaboutthebestteamcompositionandthegreatestofallBusinessChemistrychallenges—creatinganenvironmentwherealltypescanthriveatthesametime.Becausewhileyou'refocusedonmeetingtheneedsofonetype,you'reoftenindangerofturningoffanother,andgettingconsistentlyhighperformancefromateamrequiresbalancingtheneedsandpreferencesofalltypes.

AftersomeconcludingthoughtsinChapter18,we'llshareabitaboutourselvesandwhatit'slikeworkingtogetheracrossourownBusinessChemistrydifferences.Then,foryoudetaildie-hards,we'vegotadata-richappendixthatoutlinesthespecificsoftheBusinessChemistrysystem.Itincludesinformationaboutourprocessfordevelopingthesystemandscoringtheassessment,ourresearchsamplesandmethodologies,andthepropertiesofBusinessChemistry.

PersonalBusinessOnelastpointbeforewedivein:Forus,writingthisbookwasnotapurelyacademicexercise.ItwasanacknowledgmentofthepowerofBusinessChemistrythatwe'veexperiencedinourownday-to-daylives.Asyouwilllearn,

Chemistrythatwe'veexperiencedinourownday-to-daylives.Asyouwilllearn,we'reopposites.KimisaPioneerandasecondaryDriver,whileSuzanneisaGuardianandasecondaryIntegrator.AndalthoughweworktogetheronthesameteamwithinDeloitte,wegoaboutdeliveringonourmissioninquitedifferentways.

AstheNationalManagingDirectorofDeloitteGreenhouseExperiences,Kim'sroleisdiverseandeverchanging.Whethershe'sdesigningimmersivesessionstohelpexecutivesgettobreakthrough,ornegotiatingsometimesrockypoliticalterrain,orenvisioningthenextbigthingforclientexperiences,shethrivesonthepaceandvarietyofherjob.Andifsomeoneproposeskaraokeattheendoftheday,farbeitforhertosayno.ThesekindsofthingssuitherPioneertendencies.

SuzanneleadsDeloitte'sBusinessChemistryresearchandthought-leadershipefforts.Sheappreciatesbeingabletoconcentratedeeplyononethingandtodedicateallherresourcestodoingitwell—withoutdisruptionordistraction.Fromanalyzingdatasetstoengineeringsurveyquestionstowritingblogs,shethrivesontheclarityandfocusofherjob.Andthelarge,loudteameventsarenotforher—especiallynotkaraoke!She'dmuchprefertograbacupofcoffeeoraglassofwinewithateammateortwo.ThesekindsofthingssuitherGuardiantendencies.

Sowe'renotjustauthors,we'rebelieverstoo.Asopposites,wedon'talwaysagree.Andyetweknowourdifferentperspectivesmakeourjointworkricher.Tothatend,wehaven'ttriedtomaskourindividualstylesinwritingthisbookbyblendingthemintoaneutralcomposite.Rather,we'reofferingyoureadersaninsideviewofourthoughtprocesses,ourconversations,andourperspectives.We'rehopefulthatthesedifferentlenses—combinedwithdata-drivencontextandpracticaladvice—willmakeiteasytoputdiversitytoworkforyou.Asweliketosay,it'snotrocketscience,butitisBusinessChemistry.

Readytogetstarted?

PioneersValuePossibilitiesandSparkEnergyandImaginationIfwecouldcapturetheessenceofthePioneerinoneword,itwouldbePOSSIBILITIES.Pioneersloveimaginingwhatcouldbeanddon'thesitatetoreachbeyondthestatusquo.Expressionslike“Whatif…?”,“Picturethis…”,“Yes,and…”and“Whynot?”aremusictoaPioneer'sears,andoftenarelead-instolivelybrainstorms.Pioneersarebigfansofcollaborativeideageneration.They'reverycomfortablewithambiguity,andhighlyadaptabletochange—whetherthey'retheonesinitiatingit,asisoftenthecase,ornot.

StrongPioneerstendtobeeasytospotbecausethey'retypicallyhighenergyandoutgoing.They'retheonesyoucanhearallthewaydownthehallwaybeforeyouevengettotheconferenceroom.Ormorelikely,you'llhearthemcomingdownthehallwayasyouwaitintheconferenceroom,becausethey'llberunninglate.Theyhavelittleregardforrigidstructure,andanalmostallergicaversiontodetails.Thatagendatheteamputtogethersopainstakingly?Don'texpectthePioneerstofollowit.Theirthinkingcanbenon-linearandresistsconstraint.Thatdetailedreviewofthepivottableanalysisyouhadplanned?Theireyeswillblurandtheirmindswillwanderasyoustrainwhatpaltrypatiencetheypossess.Butgivethemajuicy,open-endedchallengeandawhiteboard,andthey'llbeformidableideagenerators.

Pioneersoftenthinkwhilespeaking,formulatingtheiropinionsastheytalk.It'sonereasontheylikeworkinginteams(afterall,aPioneerinafishbowlofficetalkingtohimorherselfcanlookalittlestrange).ThoseabletofollowaPioneer'svocalstreamofconsciousnesswillnotethenon-linearwaytheytendtojumpfromonethoughttothenext.Anddon'texpectanylong,awkwardpausesinconversation—aPioneerwillbeonlytoohappytofillthem.

Don'texpectPioneerstosticktoanyonetaskoractivityforlong.Theytuneoutandareeasilydistracted.Intheireagernesstomoveontothenextthing(sameoldsameoldissoooooboring),Pioneersusuallymakedecisionsquicklyandspontaneously,basedongutfeelversusanycarefulconsiderationofthedata.Pioneersareverycomfortablewithrisk,andarelikelyconfidentthattheir

Pioneersareverycomfortablewithrisk,andarelikelyconfidentthattheirinherentadaptabilitywillcarrythemthrough,regardlessofwheretheyland.

OverallthePioneerworkingstyleisfast,fun,andfreeofinconvenientfactsthatmightinhibitpossibilities.Indeed,therearefewthingsthatPioneersdislikemorethansomeonerainingontheirparade.ForaPioneer,it'smoreimportanttoexpanduponwhatcouldbethantoanalyzewhyitcan'tbe,becauseforPioneers,thereisrarelysuchathingasadeadend.Isn'ttherealwaysanotheroption,anotherpaththathasn'tbeenconsidered?That'showPioneersseeit.Theygenerallybelievethatwherethere'sawill—andagreatidea—there'saway.Theproblemis,findingthewayusuallyentailsadevilofdetailsthatthePioneerhaslittletolerancefor,andthusleaves(dumps)inthehandsofothers.

Pioneershavemorefun.Noreally,it'strue,andfunisawordtheyusefrequentlyasiftoreinforcethepoint.Thesefree-wheeling,idea-sparking,optimisticindividualsbringpositiveenergytoeverythingtheydo,andbecausetheyvaluediverseopinionsandlovetocollaborate,theyhappilybringothersalongontheirwildride.Betterstill,sincetheymostlyhangoutintherarifiedairofloftyideasandbig-picturethinking,theydon'ttendtostressaboutthepeskydetailsorcomplexprocesseslurkingunderneath.Indeed,Pioneersaretheleaststressedofalltypes.Soisitanygreatsurprisethatourresearchshowsthat,givenachoice,morepeoplewouldwishtobeaPioneerthananyothertype?(AndthatincludesthosewhoactuallyarePioneers.)Butthey'realsothetypeothersfindmostchallengingtoworkwith.

Whichbringsusto…

TheProblemswithPioneers

TooMuchofaGoodThingYes,allthatenergyandpassioncanbegreat,butitcancomeacrossasfreneticchaos.APioneerjumpingfromtopictotopic,oftenwithoutwarning(“Oohlook,asquirrel!”),canbeperceivedasscattered,erratic,andunfocused.Theirtendencytothinkastheytalkinsteadofbeforehandcanbeirritatingforthosewholiketoprocesssilentlytoensuretheyhavesomethingvaluabletosaybeforetheyspeak.IdlePioneerchatterdoesn'tleavemuchroomforotherstogetawordinedgewise.Andforsomeonelookingforcleardirection,aPioneer's30,000-footvisionfilledwithlimitlessoptionscanbehardtotranslateintoactualtasksandtangibleoutcomesontheground.

It'sAllFunandGamesUntil…

It'sAllFunandGamesUntil…Pioneerstendtobereallycomfortabletakingrisks—notbecausethey'vecalculatedprobableoutcomesandimpactsandareconsciouslyacceptingthoseascostsofaction,butsimplybecauseitfeelslikeagoodidea.Thisconfidenceintheirownintuitionasthebasisforrisk-takingcanmakePioneersappearreckless.Frequentlythey'refaultedforbeingopportunistic,andfornotconsideringthefullimpactonothersintheirquestforthenextnewthrill.Andtypicallytheydon'thavemuchempathyforthosewhoarereluctanttoembracechange.

You'llTakeCareofThat,Right?Ultimately,eventhebestideaisonlyasgoodasitsexecution,andhere'swherePioneersgetthemostcriticism.Theirstrongdislikeofrules,process,andpragmaticrealitiessometimesmakesthemcomeacrossasimpracticalandunabletogetthingsdone.Worse,theyoftenexpectotherstocarryouttheirunrealisticvisions,puttingtheburdenofimplementationonthemwithoutworryingaboutwhetherwhatthey'reaskingforisreallypossible.Andsincetheydon'ttendtopersonallyvaluemeticulousplanningandstructuredexecution,thepeopledoingthatworkareoftenunderappreciatedandunder-celebrated.

Butbeforeyouwritethemoffasfrivolousorclueless,consider…

ThePromiseofPioneersInspiteofthefactthatpeoplereportPioneersarethemostchallengingtypetoworkwith,thereisanalmostuniversalappreciationfortheirvalueonateam.

LightMyFirePioneersoftenprovidethesparkthatignitesothers'creativity.Theirout-of-the-boxthinkingand“insanelycreativeideas,”asoneexecutiveaptlydescribedit,catalyzeinnovationforteamsandorganizations.Haveagreatideayourself?Pioneerswillrarelybethenaysayers,sothey'regreattohaveonyoursideifyou'relookingtogarnerenthusiasmaboutsomething.Andofcoursethey'lladdintheirownslewofsuggestionstobuildonthoseideasalongtheway.

We'veGotThisPioneers'ideagenerationisnotonlyhelpfulforfuelinganorganization'saspirations,butitalsobolstersthemintimesofchallenge.Whenateamis

aspirations,butitalsobolstersthemintimesofchallenge.Whenateamisbackedagainstawall,Pioneersaretheoneswhoseeawindow,orsuggestaladder.Theirpeersrecognizetheimportanceofthiscan-dospiritandpositivity,whichinspiresteamsintimesofopportunityandbuoysthemintimesoftrouble.

ThePioneer'stendencytoleavethedetailstoothersisn'talwaysabadthing.Someoftheothertypeslovetheproblemsolvingneededtobringafantasticideatolife.APioneerpairedwithsuchateammateistheperfectyinyangofvisionandimplementation.

TurnonaDimePioneers'adaptabilityandflexibilityisseenasarealassetintimesofrapidchange.Theirboldnessandabilitytopivotmakesthemeffectiveonthefrontlinesofdisruption,rapidlyformulatingresponseoptionswhiletheorganizationcatchesupinthetrenches.

LeaderofthePackNotonlywilling,buteagertostepupintoleadershiproles,PioneersaremorecommonintheC-suitethananyothertype.Theyareoftencaptivatingindividuals,socialandnetworked.Whenyouthinkofanaturalleader,doyouthinkofcharisma,confidence,decisiveness,andoutgoingengagement?Ifso,youarethinkingnotonlyofthecommonstereotypethatexistsinmanybusinesscultures,butalsoofmanytraitsthatcharacterizethePioneerstyle.

Pioneersare…Outgoing,spontaneous,andadaptable

Imaginativethinkerswhobelievebigriskscanbringgreatthings

Intuitivedecisionmakers,opentonewideasbutpronetochangingtheirminds

©2018.DeloitteToucheTohmatsuLimited

“Itisinournaturetoexplore,toreachoutintotheunknown.Theonlytruefailurewouldbenottoexploreatall.”

ErnestShackletonExplorer

In1914,ErnestShackletonwassolicitingfundsandcrewmatesforadaringpolarexpedition—tosailathousandmilesthroughtheAntarcticunknown.Promisesofmeagerwages,monthsofbittercoldindangerousconditions,andnoguaranteeofsafereturn,wouldn'tmakeyouthinkmenwouldbelininguptojumpaboard.Andyet,morethan5,000applicationspouredinforspotsontheexpedition,andsodidtoday'sequivalentofmillionsofdollarsinfunding.

Why?InlargepartbecauseErnestShackletonwasacourageousleaderwitha

Why?InlargepartbecauseErnestShackletonwasacourageousleaderwithamagneticwayabouthim.Heinspiredconfidence,stirredasenseofadventure,andcaptivatedpeople'simaginationswithhisbigideasanddaringquests.

ThesetraitsarecharacteristicofthePIONEER.

Shackletonitchedfordiscovery.Hechasednewideas,toughchallenges,andriskybusinessopportunitiesthatotherinvestorsbalkedat—thetobaccocompany,thetrooptransportcompany,theHungarianminingconcession.

Heoftenmadedecisionsspontaneously,relyingongutfeeloverlogic.WhileinterviewingapplicantsforhisAntarcticjourney,hewasknownforaskingeccentricquestions,believingaman'scharactertobejustasimportantashistechnicalability.Forinstance,physicistReginaldJameswasaskedifhecouldsing.Otherapplicantswereacceptedafterextremelybriefinterrogationsoronsight—simplybecauseShackletonlikedthelookofthem.

Shackletonbelievedinthepowerofentertainment,offun.Hewasreferredtoasthe“lifeandthesoul”oftheshipshesailedon,liftingthespiritsofthecrewthroughhisanticsandhisspontaneous,optimistic,andunflaggingspirit.Hiscrewbecametrappedatseawiththeirvessel,TheEndurance,wedgedtightlybetweenmilesofsolidiceinthedeadofwinter.WhiletheylivedonthepolaricepackformonthsandmonthsShackletondevisedelaboratediversionstomaintainmorale.Heorganizedactivitieslikedograces,talentshows,andnightlysing-alongs.

WhenTheEndurancewaseventuallycrushedbytheiceandsank—takingShackleton'splansdownwithit—hepivoted,brainstormed,andpursuednewtactics.Forthenextfivemonths,hismenrodeicefloesnorthwarduntiltheyfoundadesolatefrozenisland.

Shackletonhadseeminglyunsinkableenergy.Leavinghisexhaustedcrewtorestontheisland,hecompletedoneofhistory'smostincrediblejourneys,sailinginanexposeddinghyanadditional800milesacrossopenocean,enduringahurricaneandscalingmilesoffrozenmountainstofindhelp.

HeeventuallyfoundhelpatawhalingstationonSouthGeorgiaIsland,aBritishterritoryjustbeyondtheAntarctic.Buthewasbackonthewaterwithinthreedays,inaborrowedship,startingwhatbecameathree-monthmissiontorescuehisstrandedcompanions.

AlthoughmanyofShackleton'sendeavorswerenotsuccessful(OK,inthiscase,spectacularlyunsuccessful),hisboundlessenergyandpioneeringspiritalwaysdrovehimontothenextadventure.

GuardiansValueStabilityandBringOrderandRigorIfwehadtopickonewordtorepresentwhattheGuardianvalues,itwouldbeSTABILITY.AGuardianknowsit'sessentialtoforgeasolidfoundationbeforebuildinganythingskyward.AndwhenitcomestohowtheGuardiandoesthings,manyaspectsoftheirworkingstyleservetoestablishandmaintainsuchstability.They'remethodical,careful,disciplined,meticulous,andexacting.(Howelsetoensureafoundationissound?)Guardiansbelieveit'simportanttofollowastructuredprocesswhencompletingatask,andtheylikeabitofstructureintheirworkenvironmentsandmeetingstoo.

Spontaneity?Newenvironments?Ambiguity?AGuardianwilllikelysaynothanks,becausespontaneity,newness,andambiguityallthreatenstability.

Whentheysimplymustembarkonsomethingnew,Guardiansseektofirstunderstandasmuchaspossible.Theydon'tjumpinfeetfirst,butconducttheirduediligenceandhatchaplanformovingforward.Infact,theysaytheyactuallyenjoyplanning.Guardiansliketogetcozywiththedetails,diggingintoseewhat'swhat.Andthey'renotgoingtotrustanyoneelsetoworryaboutthosedetailsforthem—they'lldotheworryingthemselves,thankyouverymuch.

Planningabigbrainstormingsession?That'snotreallytheGuardian'sthing.Intheiropinion,learningfrompastapproachesisbetterthantryingsomethingnew.Whynottakeadvantageofallthatwealreadyknowandusetacticsthathaveworkedinthepast?Anddon'texpectaGuardiantogiveyoupointsforbeingoriginalorimaginativewhileyoubrainstorm.They'reanunapologeticallypracticaltype.Ifitain'tbroke,whybrainstormcreativewaystofixit?Guardiansalsotendtoseethingsasabsolutes—moreblackandwhitethangray.Sometimesthatblackandwhiteapproachmeanstheygetfrustratedwhenothersdon'tdothingstherightway.AndtoaGuardian,rightissynonymouswiththewaythingshavealwaysbeendone.

Guardiansaremostcomfortablewhenthewatersarecalmandnobigwavesarerockingtheirboat.Andtheythemselvesoftenserveasanchors.Dependingonwhoyouask,they'reanchorsthatthwartprogress,oranchorsthatpreventaimlessdriftingorevenbeinglostatsea.Guardiansdon'talwaysseeabigrisk

aimlessdriftingorevenbeinglostatsea.Guardiansdon'talwaysseeabigriskasthepathtogreatthings,buttheyalsodon'trejectriskentirely.Theyonlywanttothoroughlyconsiderthepossibleimplicationsbeforetakingarisk.Likewise,theytaketheirtimewhenmakingdecisionsandthey'renotsorryaboutit.ToaGuardian,theirdecision-makingpaceisjustrighttoensurethattheycometothecorrectdecision.Onoccasionswhentheytakeariskthatdoesn'tpayofformakeadecisionthatbackfires,theytendtobeatthemselvesupaboutit.AGuardianwillturnamistakeoverandoverintheirmindtotryandfigureoutwhattheymissedorshouldhavedonedifferently;allthebettertoavoidmakingasimilarmistakenexttime.

Guardianstendtobeintrovertedandreserved,bothsociallyandemotionally.Youwon'tusuallyfindaGuardianatthecenterofalargegroupofcolleaguesandtheydon'tneedtobeincharge.Instead,theyoftencontributeinother,lessout-frontandobviousways.Ofcoursetheyworkonteams—whodoesn'tthesedays?—butthey'realsoquitecomfortableworkingalone.AndGuardianstendtobeparticularlyquietaroundnewpeople.(Whoarethosestrangers?)Ingroupstheymaybeuncomfortableexpressingtheiremotions,orsometimeseventheiropinions.They'reunlikelytofightforthefloorandtheygenerallyprefertoavoidanykindofconfrontation.IfyouwanttoknowwhataGuardianthinks,you'lloftenhavetoinquire.

Whenaskedwhichtypethey'dleastwanttobe,peopletendtosayGuardian.Whilethisdoesn'tseemlikeagreatcompliment,thesamepeoplecharacterizeGuardiansasthemostunderappreciatedtype.AndtheyfurthersuggestthatthislackofappreciationisbecausetheGuardian'swork,whilecritical,isoftenconductedbehindthescenes.SoitmakesalotofsensethatpeoplemightnotwishtobeGuardians—whowantstobeunderappreciated?ButpeoplealsogrumbleaboutsomespecificcharacteristicsoftheirGuardiancolleagues.

Whichbringsusto…

TheGripesAboutGuardians

Can'twebeFriends?Becauseoftheirreservednature,otherssometimescomplainthatGuardiansaretoughtogettoknow.They'reseenasholdingthingstooclose,withholdingpersonaldetails,andevenbeinguninterestedingettingtoknowothers.It'sabitliketryingtogetfriendlywithanarmadillo.Andthisisn'ttheonlycomplaintwehearaboutGuardians.

Picky,Picky,PickyGuardiansarealsoviewedassticklersfortherules.Theytendtothinkrulesarethereforareasonandit'scertainlynottobreakthem.Further,it'simportanttoaGuardiantofollowtheletterofthelaw,notjustthespirit.ForthesereasonsGuardiansaresometimesconsideredrigid,inflexible,andclosedminded.Ifthere'saprocessinplace,thenallthestepsoftheprocessshouldbefollowed,andinorder.TheGuardiandoesthingsthiswayandthinkseveryoneelseshouldtoo.Guardiansaresometimesseenastooperfectionistorareaccusedofmicromanagingothersbecausethey'rehungupon“unnecessarydetails”andtheirownoverwhelmingneedforstructureandstability.

StuckinaRutPeoplealsocomplainthatGuardiansarestuckinthestatusquoliketractorsinafieldofmud.AsthepaceofchangequickenseverywheresomeseeGuardiansasunabletofreethemselvesandadapt,andwonderifthey,perhaps,likebeingstuckinthemud.They'reconsideredtoocarefulandtooconservative,resistanttoprogress,andunwillingtoacceptanyexposuretorisk—aroadblockcoveredincautionsigns.Together,thesecomplaintsculminateintheclaimthatGuardiansmoveataglacialpace,slowingeveryoneandeverythingaroundthem.

ButbeforeyoudecidetovoteallthoseboringGuardiansofftheisland,consider…

TheGiftsofGuardiansGivenallthosecomplaints,whyonearthwouldanyonewanttoworkwithaGuardian?Because,ofcourse,Guardianshavealotofvaluetooffer,evenifit'snotalwaysappreciatedinthemoment.Infact,they'reindispensable.

WalktheTalkWhenpeopledoexpresstheirappreciation,theyreportthattheyvaluetheGuardian'scommitmenttofollow-through.TheyknowtheycancountonaGuardiantodowhattheysaythey'regoingtodoandtobeaccountable.PeopledescribeGuardiansasdependable,responsible,persistent,andloyal.Guardiansvalueloyaltybecauseknowingwhotheycantrustprovidesthepredictabilitytheycrave.Andtheypaybackloyaltybybeingloyalinreturn,soyouknowyou

cancountonaGuardian(aslongastheyknowtheycancountonyou).

BetterSafeThanSorryPeoplealsoappreciateGuardiansforkeepingthemoutoftrouble.Becausethey'relesslikelytoembracerisk,Guardianswillofteninsistthatproperduediligencebeconductedwhenothertypesmightskipit.Likewise,Guardiansmakedecisionsdeliberately,consideringvariousoptions,thinkingthroughdetails,andidentifyingpotentialconsequences.It'sasifGuardiansspendmoretimethanothersengaginginSystem2thinking—thedeliberatekindofconsciousthinkingweusewhenweanalyzesomething.1SincemanyerrorsareduetosnapjudgmentswemakewhenusingSystem1,ormoreautomaticthinking,itcanbehelpfultohavesomeonearoundwhospendsabitmoretimeinSystem2.

EagleEyesThere'salsosomethingtobesaidfortheGuardian'sorganizationalskillsandtheirattentiontodetail.Andseriously,someonehastobepayingattentiontothesethings!Guardianshaveawayofspottingsubtleinconsistencies,imaginingpotentialimplications,conceptualizinghowaprocesscouldunfold,andunderstandinghowandwhylittlethingsmatter.Sometimespeoplesaythey'rethankfulforthesestrengthsbecauseGuardiansdotheworkthatotherscan'tordon'twanttodo.Ifyou'renotamethodicalpersonbutyouneedqualitycontrol,wherewillyoulookforhelp?ProbablytoaGuardian.Ifyouhavelittlepatienceforthinkingthroughthedetailsandpossibleimplicationsofaplan,wherewouldyougo?Again,toaGuardian.

ADoseofRealityLet'ssayyou'rereallygoodatcomingupwithoutlandishideas—nooneismorecreativethanyou!Butifyoursuccessdependsonmakingthoseideasareality,aGuardiancanhelp.Guardiansareknownfortheirrealismandpracticality,whichcanbeagreatbalanceforcreativity.They'reterrificatenvisioningjustwhatitwouldtaketoimplementanidea,andthenputtinginplacethestructureandplantomakeithappen.ToharnessthepowerofthisGuardianstrength,ask,“Howcanwemakethishappen?”insteadofframingyourquestionaroundwhetheranideaisgoodorrealistic.(Chancesare,aGuardianwillpointtoafewreasonswhyit'snot.)

Guardiansare…

Guardiansare…Practical,reserved,andloyal

Detail-andprocess-orientedthinkerswhofocusonthehow

Deliberatedecision-makersapttostickwiththestatusquo

©2018.DeloitteToucheTohmatsuLimited

References1.Kahneman,Daniel.Thinking,FastandSlow.NewYork:Farrar,StrausandGiroux,2015.

“Greateventsmakemequietandcalm;itisonlytriflesthatirritatemynerves.”

QueenVictoriaBritishMonarch

In1851,QueenVictoria'sforeignsecretary,LordPalmerston,sentatelegramtoNapoleonIII.LordPalmerstonhadtheapprovalofEngland'sprimeminister,sohesawnoreasontoclearthetelegramwiththeQueenbeforesendingit.Shesignedthethousandsofdispatchesthatwentoutinhernameeveryyear,buthecouldn'timagineshereadallofthem.Butthatisexactlywhatshedid.QueenVictoriareadeverything.Andshedidn'tappreciatesomeoneskirtingherauthority.Soonenough,LordPalmerstonwassacked.

Havingtakenthethroneatonly18yearsofage,thisyoungqueensetouttodoherjobright,tounderstandherobligations,andtofulfilleverydetailofthemmeticulouslyanddutifully,toaT.

ThisapproachischaracteristicoftheGUARDIAN.

ItwasimportanttoQueenVictoriathatsheknoweverydetailofwhatwasgoingoninherempire.Shecaredaboutorder,tradition,andgettingeachparticularjustright.Shealsohadthepatienceandfortitudetomakethathappen.Shepaidcloseattention,deliberatelyassessingeachissueandweighinginwhenshedeemedherroyalopiniontobewarranted.Theissuemightbebigorsmall—whethertosendforcesintowar,orwhethersailorsshouldbepermittedtogrowbeards—butshekeptapulseoneverything,andoftenexpressedastrongandwell-reasonedopinion.

QueenVictoria'sremarkablediligencecouldbeseenacrossallaspectsofherlife.Whenshewas13,hermothergaveherajournal,andfromthatdayon,shewroteadiaryentryalmosteverydayuntilaweekbeforeherdeathatage81.Asameticulousplanner,sheleftnodetailuptochance,evenwhenitcametoherdeath.Inherwill,sheoutlinedeveryaspectofherfuneral,fromthestepsintheprocessiontothecolorofthecasket.

Shewascalm,controlled,anddignified;shedidn'tneedtobeflamboyantorcharismatictodemandcompleterespectfromthosearoundher.Andasitturnedout,QueenVictoriawasnofirebrand.Shewouldneverbetheonetolaunchtheshipofstateonarecklessadventure.But,despitehercalmdemeanor,anyonewhoexpectedhertobeawallflowerwasinforasurprise.

whoexpectedhertobeawallflowerwasinforasurprise.

Shewasthemostpowerfulpersoninanyroomshewalkedinto.Atatimewhenwomentheworldovercouldnotvote,QueenVictoriawastheruleroftheworld'sgreatestempire.Andforsixdecadesshemaintainedfirmandprincipledoversight,successfullyshepherdinghernationthroughatimeofpreviouslyunparalledsocialandtechnologicalchange,aswellasglobalandeconomicexpansion.

QueenVictoriawasoneofthelongest-reigningBritishmonarchsinhistory,andthesecondlongest-reigningfemalemonarchanywhere.Talkabouttriedandtrue–therewasanentireeranamedafterher!Withhersteady,disciplined,andmeticulousstyle,theGrandmotherofEuropeisagreatexampleofaGuardian.

DriversValueChallengeandGenerateMomentumAskpeoplethebestthingaboutDrivers,andaclearthemeemerges:Theygetsh*tdone.Evenwhenit'sdifficult.Especiallywhenit'sdifficult.BecauseifyouhadtocapturethespiritofDriversinaword,itwouldbeCHALLENGE.Driversloveachallenge,andtheylovetochallenge.Theyarefocusedandcompetitive.Togettheresultstheywant,Driverswillcalculatetheshortestpossiblepathandstayoncoursedespitewhatever,orwhoever,getsintheirway.Thisdirectnessinfuseseverythingtheydo,fromthewaytheymakedecisionstothewaytheyinteractwithothers.Theyliketogettothepoint.

Driversarenotthewarmestandfuzziestofthetypes.Theydon'tmincewordsandtheydon'tsugarcoat.Expectingsmalltalk?Driversseeitasawasteoftime.Noclearagenda?Comebackwhenyouhaveone.Vagueambitions?Intuitiveconclusions?Emotionalinterpretations?Goodluckwiththat.Driversarelogical,technical,andquantitative.Theywantdataandstructure.Trytoengagethemwithoutthesethings,andtheyhavenoqualmsvoicingtheirdispleasure.Evenifyoudoarrivearmedwithfacts,don'texpectDriverstoacceptthematfacevalue.Theywilllikelyquestionyourdata,disputeyourpremise,andarguewithyourconclusion.Butoftenthat'snotabadsign.Driversarecompetitiveandlovetodebate.Theyrespectsomeonethatcangotoetotoewiththem—andtheydon'tgiveoutpointstopeoplewhoareself-effacing.TellaDriveryou'renotthatgoodatsomethingand,chancesare,theywillbelieveyou.

Driverswon'twastealotoftimediggingintoyourmotives,orquestioningtheirown.It'snotthattheylackcuriosity—infactquitetheopposite.Buttheirinterestsaremorepragmaticthanphilosophical;more“Howdoesthisclockwork?”than“Whatisthemeaningoftime?”Driversaredeeplyinquisitiveandexperimental.Theywilloftenask“Why?”andthendetermineawaytofindout.

Driversdislikeambiguity,sotheyquicklylookforpatternsandmoveforwardwithsolutions.Theywanttofigureoutthereasonforeverything,andiftheycan'tfindone,theyassumeitmustnotbeimportant.Theymakedecisionsswiftly,discardingwhattheyconsiderextraneoustozeroinonananswer,evenifit'sunpopular.ForDrivers,ifthefactssuggestaparticularchoicethenany

ifit'sunpopular.ForDrivers,ifthefactssuggestaparticularchoicethenanyfeelingsaboutitareirrelevant.They'realsocomfortablewithrisk,aslongasit'scalculated.

TherearetwosubtypesofDrivers:CommandersandScientists.Commandersarethetake-charge,moreextrovertedtype.Scientistsarethecerebral,moreintrovertedtype.

CommandersAsthenamesuggests,Commandersaredisciplinedandtoughminded,readytoleadthetroopstowardthegoal.Theyliketobeincharge,andevenwhentheyarenottheofficialleader,theirdominantpresenceishardtomiss.Commandersarenotreserved;theytendtobeenergetic,quickspeaking,andoutgoing.

ComparedtotheirScientistcounterparts,Commandersaremorefocused.Oncethey'vegotthescentofagoalintheirnostrils,it'shardtodistractthemfromtheirtrack.Theirbiasisforactionversusdeliberation.AndwhileDriversingeneralarecompetitive,Commanderstakeittotheextreme.Evenifthere'snoexplicitcompetition,Commanderswilloftencreateone.Thatcouldbeasobviousasa“my[insertnoun]can[insertverb]betterfastercheaperthanyours”kindofstandoff,oritcouldbemoresubtle,likejockeyingforstatus,titles,compensation,andresources.

ScientistsScientistshaveamoreinwardorientationthanCommanders.Theyaren'thierarchicalanddon'tputparticularvalueonrelationshipsorsocialnetworks.Rather,they'refocusedonideas.Theytendtobeveryintellectual.

ScientistsaremorecuriousthantheirCommandercounterparts.Theylovetoexplore,toprobe,toexperiment.Forthem,thegoalisasmuchaboutgainingunderstandingorsolvingapuzzleasitisaboutachievingaspecificobjective.Theyarehighlyvisual,picturingproblemsintheirmindinordertodissectthem.Scientistsalsotendtobelesstraditional,willingtotrynewthingsinordertoteaseouthiddentruths.

Overall,Driversaredirect,unapologetic,andcompelledmorebylogicthanemotion.Theyapproachworkmuchlikeanalgorithm,analyzingoptionsandoutcomesunencumberedbysecond-guessing,fearofconflict,orworryaboutcollateraldamage.ForaDriver,thesecostsarenecessarytogettingthingsdone.

WhenDriversseeamountain,theydon'tseeaninsurmountableobstacle.They

WhenDriversseeamountain,theydon'tseeaninsurmountableobstacle.Theyseeachallengetheycanclimbover,tunnelthrough,ormoveifneeded—andthenperhapsboastabout.Drivershavealaserfocusonachievingobjectives,whichmakesthemincrediblyusefulforateam.Indeed,ofallthetypes,ourresearchshowsDriversarethetypethatpeoplesaytheymostvalue.Andyet,theyarealsoconsideredtheleastenjoyabletypetoworkwith.

Whichbringsusto…

TheDifficultieswithDrivers

WhataJerkDriversareimpatient,anddon'tparticularlyvaluesocialniceties.Addtothattheirsingle-mindedfocusanddirectspeakingstyle,andit'snotsurprisingthatDriversoftencomeacrossasbluntandabrasive.Driversalsotendtoeithernotnoticeornotcareabouthowthisbehaviormakesothersfeel.InDrivers'complexcalculus,personalfeelingsandindividualimplicationsaregivensignificantlylessweightthanotherconsiderations.Theyaretheleastempatheticofthetypes.

TheirWayortheHighwayDriversarequitefocused,butthiscanlooklike“tunnelvision”tothosewhoviewtheworldfromabroadervantagepoint.ItcanbedifficulttoshiftDrivers'perspectives,particularlyifthey'vealreadymadeuptheirminds.ForDrivers,everydecisiontheymakeisbasedonalogicalanalysisoffacts.Sounlessthefactschange,theirlogicis,fromtheirstandpoint,irrefutable.ThismakesDriversseemveryinflexibleandunyielding.

Driversalsotendtorolltheireyesatsofteractivitieslikebuildingconsensus,gainingbuy-in,andpracticingdiplomacy.Sowhilethey'rereallygreatatdrivingthemetaphoricalbus,they'renotsogoodatmakingsureanyoneelseisonitwiththem.

WinningisEverythingDriverstendtowanttobeleaders,andstriveforadvancementandachievement.Theythinksecondplaceisforlosers.Driversliketoknowhowtheymeasureup,andhowtheycanmoveonup.Asaresult,they'reoftenaccusedofbeingself-interestedandself-serving,maneuveringtobeatthetopoftheheapwhetherorganizationally(fortheCommanders)orintellectually(fortheScientists).

organizationally(fortheCommanders)orintellectually(fortheScientists).

Driverscanalsobeaccusedofhavingabitofakillerinstinct,duetotheircompetitivestreaks,passionfordebate,andcomfortwithconfrontation.Theycansenseweakness,andwhentheydo,theydon'tpulltheirpunches.Butatleastthey'llpunchyouintheface,ratherthanbelowthebelt.Driverslovetowin,buttheywanttowinfairandsquare.

ButbeforeyoudecidethatDriversarealittletoorougharoundtheedges,consider…

TheDeftnessofDriversYes,peoplesaythatDriversarelessenjoyabletoworkwith.Butrememberthey'realsothetypethatpeoplevaluemost.Here'swhy.

MakeitRealDriverspossessauniquecombinationoforiginalityandpragmatism,whichhelpsthemtotranslatevaguevisionsintoactionablestrategies.They'llmakesurediscussionsaregroundedinfacts,withoutgettingboggeddownintoomanydetails.Andwhiletheirstraight-shooterstylemightoccasionallyoffend,italsogetsthetruthoutquickly.Sometimesyouneedsomeonewhocancallouttheelephantsintheroom.—andvolunteertosubduethem.They'realsogreatattestingconceptsearlyontomakesuretheyholdwater,playingdevil'sadvocateandchallengingassumptionssothattheultimateoutcomeisviable.

TackletheToughChoicesDriversareparticularlygoodatmakingtoughchoices.Theydon'tmindbeingunpopularinserviceofresults.Ifyou'vebeentiptoeingaroundanunpleasantdecision,it'sgreattohaveaDriverwhocanboldlystepupanddealwithit.AndDriversdon'tdoalotofintrospectivesecond-guessing,sothey'realsogreatatmakingadecisionandmovingonratherthandwellingonthewouldhaves,couldhaves,andshouldhaves.

GetitDoneMorethananything,Driversaregreatatgettingresults.ThisisperhapswhytheyarethesecondmostprevalenttypeintheC-suite(afterPioneers).Asleaderstheychanneltheenergiesoftherestoftheteamintoproductiveprogresstoward

goals.Theykeepeveryoneontaskanddon'twastetime.Inthefaceofdauntingodds,theirmotivationfuelsthem.Thisisatypethatdoesn'ttakenoforananswer.

Driversare…Technical,quantitative,andlogical;directintheirapproachtopeopleand

problems

Analyticalthinkerswholookforpatternsincomplexsystems

Quicktojudgeandthenreluctanttorevisitdecisions

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“Theboywhoisgoingtomakeagreatmanmustnotmakeuphismindmerelytoovercomeathousandobstacles,buttowininspiteofathousandrepulsesanddefeats.”

TheodoreRoosevelt26thPresidentoftheUnitedStates

In1912,TheodoreRooseveltwasonthecampaigntrailpursuingthepresidentialnomination.Hewasproposingabold,progressiveplatform,andwasdeterminedtowininspiteofhisunpopularitywithcertainvoters.Thisdisliketurnednearlylethalthoughwhenhewasshotatacampaignevent.ButwhatdidRooseveltdo?Backoff?Giveup?Ofcoursenot.Hewentontodelivera90-minutespeechanyway.Afterall,itwasonlyonebullet.

Rooseveltwasaresolute,take-charge,never-say-dieleader.Hewasdeterminedtopursuehisgoalsregardlessoftheobstaclesinhispath,andheachievedgreatthingsasaresult.

ThesetraitsarecharacteristicoftheDRIVER.

TheodoreRooseveltwasasicklychild,andhewashomeschooledduetohisconstantillness.But,heneverlethisillnessgetinthewayofdoingwhathewantedtodo.Despiterepeatedboutsofasthma,heconvincedhisfatheritwouldbeagoodideatodeveloparigorousphysicalroutine,sohebeganweightliftingandboxingtobuildhisphysicalstrength.Hewasfocused,disciplined,andfullofdetermination.

Whenhisfatherdied,Rooseveltchanneledhisgriefintohardwork,graduatingmagnacumlaudefromHarvard.Ambitiousandgoaloriented,heleftlawschoolearlytojointheNewYorkStateAssemblyasarepresentativefromNewYorkCity—becomingtheyoungestpersontoserveinthatposition.Almost20yearslater,whenhewas42,hebecametheyoungestpresidentinU.S.history.And,eventually,hebecamethefirstAmericantowintheNobelPeacePrize.

Roosevelt'sno-nonsensenaturebecameatrademarkofhispresidency.Famously,heusedtheexpression,“Speaksoftlyandcarryabigstick,”toillustratehisapproachtoforeignpolicy.Hewantedtoshowtheworldthathewasn'tafraidtousehispower,iftested.

HeputhisDriverspirittousein1904whenhedecidedtobuildthePanamaCanal,despitepreviousfailedattemptsbytheFrench.Hisopponentswere

Canal,despitepreviousfailedattemptsbytheFrench.Hisopponentsweremercilessintheircriticismofhisapproach,butheignoredtheirskepticismanddidithisway.

HeinspiredthousandsofAmericanstocomeworkonthecanalwiththewords,“Makethedirtfly!”butstillhefacedanuphillbattle.YellowfeverthreatenedtheAmericanworkers.Nottoletanythingstandinthewayofhisplan,Rooseveltdeclaredwaronthemosquitothatspreadthedisease—andwon.HethentookontheengineeringchallengesthathaddoomedtheFrench,pursuingaradicalnewdesignthatwouldliftshipsabovePanama'smountainsthroughacomplicatedsystemoflocks,ratherthandredgingapathwayatsealevel.

Tenyearslater,Roosevelt'svisionwasrealized.ThePanamaCanalwasanengineeringmarvel.Asaresultofhissteadfastwill,shipstrimmedalmost8,000milesoffofthejourneyfromNewYorktoSanFrancisco—witharoutethatwascheaper,faster,andsafer.

LikeDriversbeforehimandthosewhohavefollowed,Roosevelt,pushedbyhiscompetitivenature,stoppedatnothingtoachievehisgoals.

IntegratorsValueConnectionandDrawTeamsTogetherCONNECTION—that'swhatit'sallaboutforIntegrators,andconnectoristheroletheyoftenplayonateam.SometimesanIntegratorisfocusedoncreatingconnectionsbetweenpeople,andothertimesonconnectionsbetweenideas.Eitherway,Integratorslikeworkingonteamsmorethantoilingawayinsolitude.They'retrustingandtheyforgedeeprelationships—beyondnetworkingorteamwork—gettingupcloseandpersonaltoformrealfriendshipswithcolleagues.

Andtherearelotsofreasonsyou'dwanttobefriendswithanIntegrator.Foronething,theygooutoftheirwaytobehelpful.Youknowthatonecolleaguewho'salwayshappytopitchinanddoessowithasmile?They'reprobablyanIntegrator.

Integratorsaregreatlistenersandobserverstoo.Theypaycloseattentiontowhat'sbeingsaidandcanoftensenseevenunspokenemotionsandreactions.Andthentheytakeothers'feelingsintoaccount.AnIntegratorknowsthatsticksandstonesaren'ttheonlythingsthatcanhurtrelationships—wordscantoo,andtheybearthisinmindwhentheyconsiderhowtodeliveramessage.Integratorsplaceahighvalueontraditions,andthistooreflectstheirsensitivitytothefeelingsofothers.Afterall,wheredotraditionscomefrom?People.AndfromtheIntegrator'sperspective,thingsthatareimportanttopeopledeserverespect.

Wheneverpossible,Integratorsprefertoavoidconfrontation,andtheirdesiretokeepthepeaceisaidedbytheirtendencytoseethingsmoreinshadesofgreythaninblackandwhite.FromtheIntegrator'sperspectivebothsidescanberight,sowhyargueaboutit?

Andyet,anIntegratorwillusuallytrytobringthosewithdivergentviewsclosertogether.Theyconsideritaworthygoaltoreachconsensus,gettingeveryoneonthesamepagewithoutleavinganyoneout.AnIntegrator'snotgoingtoleaveyouonthesideoftheroadjustbecauseyoudon'timmediatelyagreeonwhichfreewaytotake.They'llworkwithyoutounderstandwhat'sbehindadisagreementandhowitmightberesolved.Soundslikeafriendwe'dliketohave!

have!

Integratorscanalsobedefinedbywhatthey'renot.Don'ttrytomotivatethemthroughcompetitionorassumetheywanttobeleadingthecharge—usuallyanIntegratorisn'tgunningforfirstplaceorjockeyingforthebaton.Instead,they'redrivenbyastrongsenseofdutyandadesiretomakeadifference.

Andnumbersortechnology?Notsomuch.Words,feelings,andrelationshipsaretheIntegrator'sdomain.

TherearetwosubtypesofIntegrators.WecallthemTeamersandDreamers.Teamersaremoreextroverted,andDreamersmoreintroverted.

TeamersTeamersareoutgoing,perhapsbestdefinedbytheirrelationshipswithothers.ThosepersonalconnectionswithcolleaguesareevenmoreimportanttoTeamersthantheyaretoDreamers.AndTeamersplaceahighervalueontraditionsandonloyaltyintheserelationshipstoo—ifyou'vegottheirback,they'llhaveyours.WhileTeamersgodeepwiththeirrelationships,theyalsogobroad,includingalargeswathofpeopleintheirextendednetwork—allthebetterforgettinglotsofinputanddiverseperspectives.

Teamersareoptimistic,energetic,andquitecomfortableexpressingtheiremotions.Thatmakesthemalivelypresence.Ifthere'saTeamerintheroom,you'llprobablyknowit.

DreamersDreamersaretypicallydefinedmorebywhat'shappeningintheirheadandtheirheart,whichmakesthemabitmoreelusivethantheTeamer.Dreamersarereserved,particularlyaroundnewpeople,listeningandobservingmorethantalking.Duringthatquiettime,Dreamersareprocessingwhat'shappeninginthemomentandwhatitmeans,reviewinghowthingshavehappenedinthepast(particularlywhat'sgonewrong),consideringwhatmighthappeninthefuture,andtrackinghowothersintheroomarefeelingandreacting.ThistendencyisperhapsrelatedtothehigherlevelsofstressthatDreamersreport—that'salottothinkabout!WhiletheyvaluerelationshipsalmostasmuchastheirTeamercolleagues,Dreamersdon'tspreadthelovearoundquitesobroadly.Instead,asmallergroupofclosecolleaguesistheircomfortzone.

EvenmoresothanTeamers,Dreamers'motivationscomefromwithin,rather

EvenmoresothanTeamers,Dreamers'motivationscomefromwithin,ratherthancomparingthemselvestoorcompetingwithothers.Theyhaveastrongaversiontoconfrontationandaren'tfondofmakingdecisionsthatmightbeunpopular.Afterall,doingsocouldleadtoaconflict!Dreamersopenlyadmittheyaren'talwaysterriblydisciplinedorrealisticaboutthings.Insteadtheyprefertoembracetheirquietcreativityastheytraveltheirownwindingpath.

Overall,Integratorsaregestaltthinkerswhoexcelatseeinghowindividualpiecesfitintoalargercontext.They'renaturalmediatorswhounderstanddiverseperspectives,withoutneedingtoprovethatoneisbetterthananother.Theyvalueapositive,inclusive,andrespectfulenvironmentandstrongrelationshipswithothers.

Andyet,whileIntegratorsarebefriendingandhelpingeveryone,peoplearecomplainingaboutthem,justastheydoaboutalltheothertypes.(Isnoonesafefromcriticism?)

Whichbringsusto…

TheIssueswithIntegrators

JustSayWhatYouMeanOneofthemostcommoncriticismsofIntegratorsisthattheirdiplomaticstylemakesitdifficulttoknowwheretheystand—doyoulovemyideaorhateit?Ican'ttell.Otherscomplainthattheyhavetoflextheirinterpretationmuscles,doingextrarepsjusttounderstandanIntegrator'smeaning.SomegosofarastosaythattheIntegrator'sindirectnesscausesatrustissue.OrsometimestheproblemisinfollowingaconversationthatoccursinaroundaboutwaybecauseanIntegratoristryingtosparesomeone'sfeelings.Somanyloop-the-loopscanleadtomotionsicknessandleavelistenerswishingthattheIntegratorwouldjustbestraightwiththem.What'stherealdeal?

ToughenUpWhileIntegratorsarebusyconsideringeveryoneelse'sfeelings,theydon'talwaysgetthesamecourtesy.Instead,they'reaccusedofbeingoveremotionalandoversensitive.Apparentlythetouchy-feelystuffcanmakeothersuncomfortable.PeoplecomplaintheyoftenhavetoworryabouthurtinganIntegrator'sfeelingsandthatit'sexhaustingtohaveemotionsinthemixatwork.Theydon'twanttohavetowonderwho'sgoingtotakeoffensenext.

Youcan'tPleaseEveryone

Youcan'tPleaseEveryoneOneofthereasonsfortheIntegrator'sindirectstyleistheiraversiontoconflict,andsomepeopleseethisasarealproblem.Tohearotherstellit,theremightbeagiantpinkelephantsittinginthemiddleoftheconferencetableandanIntegratorwouldn'tacknowledgeitiftheyfearitmaycauseaconflict.Supposesomeoneelsethinkstheelephantispurple.Willitleadtoanuncomfortableargument?Integratorsaresometimesperceivedassointentonbeinglikedandmakingeveryonehappythattheyelevatethesegoalsabovemakingthebestdecisionorgettingworkaccomplishedefficiently.

HowManyCooksdoweReallyNeed?Andspeakingofdecisions,peoplesometimesalsoseeIntegratorsasbeingoverlyinclusiveandtakingtoolongtomakedecisionsbecausethey'retryingtomakesureeveryoneisonboard.Whilemanyseeconsensusasanice-to-have,Integratorsseeitasapriority.Ifeveryoneagreeswithadecision,thenthey'reallmorelikelytopushhardtowardmakingthingshappen,right?Butotherssometimescomplainthatadecisioneveryoneagreeswithisnecessarilyawatereddownorweakerdecision.Anditcantakealongtimetogetthere.

JustDecideAlreadyAndoncethey'vetakenabsolutelyforevertomakeadecisionthatincludeseveryone'sinput,theIntegratorisstillpronetochangingtheirmind!OthertypescomplainendlesslyaboutthistendencyofIntegrators.TheIntegratorisoftenconsideringnewinformation,additionalinput,orshiftingcontext,buttoothersitcanseemlikethey'resimplydelayingthingsorcausingreworkbecausethey'rebeingwishy-washy.

ButbeforeyoudismissIntegratorsasfickleorflighty,consider…

The(Social)IntelligenceofIntegratorsDespitethecomplaintspeoplehaveaboutIntegrators,whenaskedwhichtypeismostenjoyabletoworkwith,morepeoplesayIntegratorsthananyothertype.Andtherearelotsofreasonspeopleappreciatethem.

ComeaLittleCloserIftwopeoplearestandingonoppositebanksofariverandneedtoaccomplishsomethingtogether,abridgemightbeagoodidea.Integratorsoftenserveasthat

somethingtogether,abridgemightbeagoodidea.Integratorsoftenserveasthatbridge.Theirabilitytoseebothsidesofanissue,combinedwiththeirdiplomaticskill,makesIntegratorswellsuitedtotherolesofmediator,facilitator,andpeacemaker.AnIntegratorcanhelptwosidesunderstandeachotheralittlebetterandcanilluminatethewaysinwhicheachmightshifttheirpositionenoughsothatthechasmbetweenthemisn'tsowide.Inatimewhenteamworkisparamount,bringingpeopleandteamstogetherisperhapstheIntegrator'sgreateststrength.

IHearYouOneofthereasonsIntegratorsaresoskilledattheirIntegratory-magicisthattheytendtobegreatquestionaskersandlisteners.When'sthelasttimesomeonetrulylistenedtoyou?TheIntegrator'sspecialtyisaskingpeoplefortheirinput,opinions,thoughts,suggestions,andreactions.Thebottomlineis,peoplefeelunderstoodwhensomeonereallylistens,andtheystarttotrustthelistener.OncetheIntegratorgainsthattrust,theycanleadapersontowardunderstandingsomeoneelse,andprettysoonpeoplearesteppingintoeachother'sshoesandtakingabitofastrolltogether.

IFeelYouWhilesomewouldliketopretendwecanallleaveouremotionsathome,inrealitythosepeskysentimentssometimesaccompanyustoworkwhetherwe'dlikethemtoornot.Andthatcanbeagoodthing.Theabilitytosenseothers'emotionsgivestheIntegratoranothertooltoworkwithintheireffortstounderstandandharmonize.TheirsenseofcompassionmeansmanypeoplearemorecomfortablesharingtheirthoughtsorfeelingswithanIntegratorthantheymightbewithsomeoneelse,andthisfurtheraidstheIntegratorinidentifyingwaystobringpeoplecloser.

HappytoHelp!We'velikelyallexperiencedthedifferencebetweenacolleaguewhoishappytohelpandonewhodoessobegrudgingly,orevenworse,standsinthewayofwhatyouneedtogetdone.It'sjustdarnpleasanttobearoundahelpfulIntegrator,andnotonlythat,youcanaccomplishmore,faster,whenyouhaveahelpfulcolleaguecontributingtoyourefforts.

Web-WeaversIntegratorshaveanuncannyknackforconnectingideasthatothersmightnot

Integratorshaveanuncannyknackforconnectingideasthatothersmightnotconnect,andforrecognizingcontextothersmightnotsee.Sayyournewlyformedteamneedstocompleteacomplexprojectbutit'sunclearwho'sincharge.AnIntegratorislikelytobetheonetosuggestthatthesolutionmightbefoundinhowantscollaboratewithoutaleader.Or,imagineasituationwherevariouscost-cuttingmeasuresarebeingconsidered.AnIntegratorislikelytopointoutthedominoeffectsofoneoptionortheother,andtohelpenvisionthelong-termimplicationseachmighthave.

Integratorsare…Empathic,diplomatic,andrelationshiporiented

Attunedtonuance;theyseeshadesofgreyratherthanblackandwhite

Inclinedtoweighalltheoptionsandcheckwithotherspriortomakingdecisions

©2018.DeloitteToucheTohmatsuLimited

“Ahousedividedagainstitselfcannotstand.”AbrahamLincoln

16thPresidentoftheUnitedStates

The16thpresidentoftheUnitedStates,AbrahamLincoln,isknownasTheGreatEmancipator.Hepavedthewaytoabolishingslaverywhileworkingtirelesslytopreservehiscountryandensurethat“governmentofthepeople,bythepeople,forthepeople,shallnotperishfromtheearth.”

Inadditiontohisheightandhishat(inwhichhekeptimportantdocuments),he'srememberedforhischaracter.Hesharedcreditwithotherswhenthingswentwell,andtookhisshareoftheblamewhentheydidn't.Hewasknownasbeingattentive,inclusive,empathic,anddiplomatic.

attentive,inclusive,empathic,anddiplomatic.

ThesearecharacteristicsoftheINTEGRATOR.

LincolncamefromhumblebeginningsandtaughthimselfhowtoreadandwriteonhisKentuckyfamilyfarm.Withlessthanayearofformaleducation,heearnedhiscertificatetopracticelawinIllinois,whichinthosedayssimplyrequiredonetoexhibitgoodmoralcharacter.

Lincolnwasamanwhoprioritizedlisteningoverexpressinghisownopinions.Andhecamebythatlisteninghabithonestly—priortohiscareerinlawhewasabartenderatBerry&Lincoln,atavernhebrieflyco-owned.Asalawyerhepreferredtohelplegalrivalsfindcompromiseandsettlement,butifmediationfailed,oneofhisgreatestassetsasanattorneywashisabilitytoappealtothejurythroughearnestandpurpose-drivenstories.

Lincoln'ssincereandsimpleoratorystylemadehimamanofthepeopleandheusedtheseattributestodevelopacareerinpolitics.Throughasenaterace(lost)andapresidentialcampaign(won)hegainedanationalreputationforhissocialresponsibilityandempathy.Hispresidentialspeechesmovedpeople,sometimestotears.FourmonthsaftertheUniondefeatedtheConfederateArmy,LincolndeliveredtheGettysburgAddress.Thiscompassionatepresidentwassuretochooseeverywordcarefully.Recognizingthesacrificesmadetopreserveafreecountry,hisspeech,nowengravedonthewalloftheLincolnMemorial,continuestoinspirethosewhoreadit.

Hissenseofempathyextendedtoanimalsaswell.WhenaskedaboutwhetherLincolnhadanyhobbies,hiswifeoncereplied,“Cats.”Storiesofhiscat-scapadesincludehisoncelettingafelinefriendeatfromthetableduringaformalWhiteHousedinner,andhisrescueofatriooforphanedkittenswhilevisitingGeneralGrantinVirginia.HewasalsothefirstpresidenttopardontheWhiteHouseturkeyonThanksgiving(aholidayheproclaimed),sparingitslifebecausehissonhadgrownattachedtoit.

Aspresident,andaslistener-in-chief,LincolnheldWhiteHouseofficehours,duringwhichanyonecouldstopbytochat.Hewasaninclusiveleaderwhovaluedthestrengthsandperspectivesofothers,evenhisrivalswhomhechosetobepartofhiscabinet.Heesteemedhisyoungerconstituentstoo.Oncean11-year-oldgirlwrotetoLincolnencouraginghimtogrowabeard,becausehewould“lookagreatdealbetter”andbecause“alltheladieslikewhiskers.”Notonlydidhereplytoherletter,buthesoughtfurthercounsel,writing:“Astothewhiskers,neverhavingwornany,doyounotthinkpeoplewouldcallitapieceofsillyaffectationifIweretobeginitnow?”

Lincolnwascompelledbyastrongsenseofduty.Hehadaceaselessdesiretobringconsensusandcalmacrosstheland,andalsotoseekfreedomforallpeople.He'sperhapsbestknownforhisroleinpassingthe13thconstitutionalamendment,buthisunderlyingandenduringgoalwasfocusedonthepreservationoftheunion.Celebratedforhisabilitytobringpeopletogether,connectonapersonallevel,andbuildtrustthroughlistening,AbrahamLincolnledwithanIntegratorstyle,andheleftbigshoesforsucceedingpresidentstofill—size14,infact.

SharedTraits

Thesetendenciesareobservedinbothadjacenttypes

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RecognizingOthersThroughBusinessChemistry“Tells”Inpoker,thebestplayerslearntolookforcluesthatprovidereliableinformationabouttheiropponent'shand.These“tells,”asthey'recalled,arehelpfulbecausetheyareconsistentlylinkedtoaspecificmeaning.Playerscandeducesomethingabouttheiropponent'sgamebyobservingtheirtells.Perhapsonepersonhasaneyetwitchwhenevershe'sbluffing,oranotherpersonlickshislipswhenhehasastronghand.Theymaynotalwaysberight(peoplehavebeenknowntofakeatelltothrowtheiropponentoff),butoverallaplayer'sprobabilityofbeingrightisincreasedwhenheorshelooksfor,andactsupon,theseindicators.

Whenitcomestoworkingstyles,similarprinciplesapply.Certainobservablebehaviorsareconsistentlylinkedtoparticularstyles,andthusserveasusefulcluesastoaperson'sBusinessChemistrytype.InChapters3through6wesharedobservabletraitsforeachofthetypes;thesecanbekeytells.MaybeyoualreadyfeelconfidentyoucanspotastrongPioneerbytheirspontaneousrisk-taking,whileanextremeGuardianwillgivethemselvesawaywiththeirmeticulousandmethodicalapproach.

Weseethisinactionwhenwefacilitatesessionswithexecutives.Oftenweaskpeopletoworkwithothersofthesametypetocreateasimplelistofthingstheyloveatworkandthingsthatbugthem.Overandover,thesamethemesemerge.Pioneersadorebigideasandabhorrules,whileGuardiansputstructureonthegoodlistandchaosonthebad.Driverslovewinningandhatesmalltalk,whileIntegratorsembraceteamingandavoidconflict.

Yetthemostinterestingthingaboutthis“LovesandBugs”exerciseisnottheliststhegroupscreate,butthebehaviorstheydemonstratewhilecreatingthem.Overthousandsofsessions,thepatternsarepredictable.ThePioneerswillberaucous,withmanypeopletalkingandevenwritingatthesametime,oftenusinganassortmentofcolorsorsketchingpictures.TheGuardianswillbeslowtostart,oftenaskingforclarificationontheinstructionsandthenwritinganeatlyorderedlistintwostraightcolumns.TheIntegratorswillconsultoneanotherextensively,oftenstrugglingtocomeupwiththingsinthebugscategory,andtheywillfrequentlydecoratetheirsetoftraitswithemoticons.AndtheDriverswillstartbeforetheinstructionshaveevenbeenfullygiven,writedownashortlistofthings(oftencaptured,withoutdiscussion,bythefirstonetopickupthepen),andthenstandaroundwaitingimpatientlyfortheotherstofinish.Asaflyonthewall(orafacilitator),it'simmediatelyclearthatyoucanlearnalotaboutanindividual'sworkingstylesimplybyobservingthem.

Ofcoursethisscenarioiscontrived,withpeoplegroupedaccordingtotype.Thatsetup(bydesign)naturallyamplifiescertainbehaviors,particularlyifthegroupstartsbondingovertheircommonalities.Whenyouseeagroupofseniorexecutiveshigh-fivingabouttheirmutualloveofwhiteboards,forinstance,it'sobviouswhatwemean.Buteveninamorenaturalsettingyouwillseethesepatternsemerge.

Sobasedonwhatyou'velearnedsofarabouteachofthetypes,itseemsyoushouldbegoodtogo,right?Toapoint,yes.Lookingfortheseobvioustellsthathintatsomeone'stypeisagreatplacetobegin,butyouneedalittlebitmoretobeaBusinessChemistryninja.

Therealityisthatthingsarerarelysosimple.Tostart,recallthatpeopleareacombinationofallfourtypes,sowhenyou'relookingatsomeone'sbehavior,you'reseeingamélangeoftraits,whichyou'llneedtoteaseapart.Sometimespeoplearesoalignedwithonetypethatitjumpsoutatyou,butotherpeople'straitsarelessextreme,makingtheirtypemorechallengingtopinpoint.And

traitsarelessextreme,makingtheirtypemorechallengingtopinpoint.Andprimary–secondarytypecombinationscanmeantwopeopleofthesameprimarytypebehavesomewhatdifferently.SoforinstanceaPioneerwithagooddoseofIntegratormightjumparoundbetweenoptions,whileaPioneerwithaconcentrationofDrivermightbeverydecisive.Andsomeofthemosttellingtraits(punintended)areactuallysharedbetweentypesinsteadofuniquetoaparticulartype.AddtothisthatBusinessChemistryisrelativeratherthanabsolute,andyou'llwanttoavoidjumpingtoconclusions.

Soyes,thingsareabitmorecomplicatedthantheymightinitiallyseem,butthischapterwillserveasyourguideforhowtoquicklymakesenseoftheinformationsurroundingyou.

Whenwelookforcluesaboutsomeone'sBusinessChemistrytype,wecalltheprocesscreating“ahunch.”Wecallitthatbecauseahunchisnotaconclusion,butastartingpoint;itisaninformedhypothesisaboutsomeone'stype.Theprocessisprettystraightforward.

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Youstartbylookingfortraitsthatareuniquetoatypeandtraitsthataresharedbetweentypes.Thenyouputthesetogetherintoahunch.Indoingsoyoushouldconsiderprimary–secondarytypecombinationsandrelativity,andthentestand

considerprimary–secondarytypecombinationsandrelativity,andthentestandrefineyourhunchbasedonactualinteractionswiththeperson.Thischapterwillcoverhowtodoallofthat.Inthenextchapterwe'llcovertheremainingtwosteps,providingguidanceforhowtoavoidjumpingtoconclusionsandaddressingwhydevelopinghunchesshouldbeanongoing,ratherthanone-time,process.

Solet'sgetintoit!

LookforTraitsUniquetoaTypeWe'vespentalotoftimeinpreviouschapterstalkingabouttheuniquecharacteristicsofthefourtypes.Andsometimesaperson'sBusinessChemistrytypeissoobviousthatyoucanbereasonablyconfidentaboutcreatingahunchinabsenceofanyfurtherinformation.WhensomeoneisanextremeIntegrator,forexample,theirstrongfocusonrelationships,andtheircareful,diplomaticwayofspeakingcangivethemawayprettyquickly.Tostartdevelopingahunch,itmightbeeasiesttotakealookatthefollowingfourlistsanddeterminewhichonebestfitsthepersonwhoseworkingstyleyou'retryingtosussout.

Pioneer Guardian Driver IntegratorOutgoing Methodical Quantitative DiplomaticDetail-averse Reserved Logical EmpathicSpontaneous Detail-oriented Focused TraditionalRisk-seeking Practical Competitive Relationship-orientedAdaptable Structured Experimental IntrinsicallymotivedImaginative Loyal Deeplycurious Non-confrontational

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LookforTraitsSharedBetweenTypesIfyou'renotveryconfidentaboutyourhunchafterthefirststep(orevenifyouare),we'drecommendyoutrythissecondstep.Inadditiontothetraitsthatareuniquetoeachtype,therearealsokeytraitsthataresharedbetweentypes.Sometimesthesesharedtraitsareeveneasiertoobservethanthosethatareuniquetoaspecifictype,andthuscanbehelpfulindevelopingahunch.

Togetwhatwemeanbysharedtraits,it'shelpfultothinkoftheuniverseoftraitsasexactlythat—auniverse.Pictureavastspacefilledwithcharacteristics

traitsasexactlythat—auniverse.Pictureavastspacefilledwithcharacteristicslikeadaptable,empathic,practical,andcompetitive,representedasindividualstars.Thesestarsareattractedto,orrepelledfrom,otherstars,creatinglittleclusters,orconstellations,ofassociatedtraits.IntheBusinessChemistryuniversetherearefourmajortraitconstellations.Thesearethefourprimarytypes.(ThismetaphorisamorepoeticrepresentationoftheEigenanalysiswe'lldescribeintheappendix.)

Inthisuniverse,whiletheconstellationsarediscernible,they'renotcompletelyisolatedfromoneanother.Therearestars(traits)attheiredgesthatoverlapwithneighboringconstellations.Forsimplicity'ssake,we'veflattenedthisuniverseintotwodimensionsinthediagrambelow,toindicatetheconnectionpointsbetweenthetypes.

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Lookingatthisflattenedchart,you'llseethattheextremeendsofthediagonalsrepresentoppositeterminalsonaspectrum.OnediagonalisanchoredbyPioneertraitsatoneendandGuardiantraitsattheother.TheotherdiagonalhasDriverononeendandIntegratorontheother.Thesetypesateitherendofthediagonalsarediametricallyopposedtooneanotherandthusdonotsharetraitsbetween

arediametricallyopposedtooneanotherandthusdonotsharetraitsbetweenthem.(We'llhavemoretosayonthatdynamicinlaterchapters.)Buteachtypealsohastwoadjacenttypesor“neighboringconstellations”locatedtoeitherside.Ifyousplitthechartintohemispheres—top:bottomandleft:right—you'llseethatthetypeswithineachhemispherehavetraitsincommonthatcanbeusefulinrefiningyourhunch.

SharedTraits:Pioneers&Drivers,Guardians&IntegratorsWhenyousplittheuniversegraphhorizontally,youcanseethatPioneersandDriversshareseveraltraitsonthetopofthecircle,andGuardiansandIntegratorsshareseveralonthebottom.Beinginoppositehemispheres,thePioneer-DriversharedtraitsaretheinverseoftheGuardian-Integratorsharedtraits,asonemightexpect.Themaindistinguishingtraitsbetweenthesepairingsrelateto:1)speed,2)risk,3)confrontation,4)noveltyand5)leadershipstyle.Whenyou'retryingtogetasenseofwhatsomeone'sworkingstylemightbe,startbylookingforwherepeoplefallintermsthesefivethingstohomeinonahemisphere.AretheymorelikethePioneerandDriverpairingoraretheymoreliketheGuardianandIntegratorone?

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Speed.PioneersandDriversbothmakedecisionsquickly,thoughhowtheygettherelooksdifferent.Pioneerstendtogowiththeirgutandtakealeap(sometimesliterallynotjustfiguratively),whereasDriversaremorelikelytoevaluateoptions,butrapidly,byeliminatingextraneousdata.(Oranythingelsetheyconsiderextraneous.)

GuardiansandIntegrators,incontrast,arebothslowertomakedecisions,butlikelyfordifferentreasons.Guardiansbecausethey'recheckingallthedetails,ensuringallthei'saredottedandthet'sarecrossed.Integratorsbecausethey'rethinkingthroughallthepossiblescenariosandlong-termimplications,orbecausethey'reconnectingwithanetworkofstakeholders,seekinginputandalignment.

PioneersandDriversalsotendtospeakmorerapidlythanGuardiansandIntegrators,andthey'requicktojumpinwiththe“gift”offillingthesilenceiftheyperceivethere'stoomuchofapauseindiscussion.

Risk.PioneersandDriversarebothmorelikelytoseekoutriskthanGuardiansandIntegrators.Pioneersareoftenactingintuitively.Theopportunityjustfeelslikeit'sworththerisk.(Woohoo,I'vealwayswantedtojumpoutofaplane!)WhereasDrivershavelikelycalculatedthatit'sworthit.(Theprobabilityisextremelylowthatmychutewon'topenandI'llplummettomydeath.)

ForGuardians,riskissomewhatalarmingbyitsverynature,asitthreatensstability.(Istheplanecrashing?No?ThenwhywouldIthrowmyselfoutofaperfectlyfunctioningaircraft?)Integrators,too,sometimesfeelapprehensiveaboutrisk,buttheiraversionmaystemmorefromafearofunintendedconsequencesandnegativeimpactstoindividuals.(IknowPauldoesn'treallywanttojumpandIdon'twanttomakehimfeelbadbyleavinghimbehind.)

Confrontation.PioneersandDriversaremorecomfortablewithconfrontationthanGuardiansandIntegrators.ForPioneersthisislikelybecausetheydon'tinternalizeincidentsorpeople'sreactionstothem,andthey'reabletomoveonquicklyfromatensemoment.They'realsousedtobuttingupagainstresistanceintheirquesttomovebeyondthestatusquo.ForDrivers,confrontationcanactuallybefun,playingintotheirloveofchallengeandagoodargument.Yougotaproblemwiththat?

Incontrast,Guardiansdislikerockingtheboat,andcanbeparticularlysensitivetonegativeinteractionsastheytendtomullthingsoverwellaftertheinteractionisinthepast.Integratorsdislikeconfrontationastheydon'twanttoriskdamagingrelationships,andtheyhatetohurtotherpeople'sfeelings.They're

damagingrelationships,andtheyhatetohurtotherpeople'sfeelings.They'realsopronetotakingthingstoheartthemselves.Bothofthesetypesaremorelikelytofollowapathofsubtlerresistance—draggingtheirfeetorgraduallychippingawayatanundesirableposition—ratherthanaddressingitheadon.

Novelty.BothPioneersandDriversgravitatetowardwhat'soriginalornovel,whileGuardiansandIntegratorsaremoreorientedtowardwhat'sexistingortraditional.Thismanifestsininterestingwaysaccordingtotype.

Withideasforinstance,Pioneerslovefresh,blue-skythinking,whereasDriversliketodefinenewrealmsofthoughtthroughexperimentation.Bothtendtobefastertoadoptnewtechnologyandinnovations.

Ontheotherside,Guardianslikeideasthatareproven,triedandtrue,whileIntegratorsoftentaketriedandtrueconceptsandcombinetheminimaginativeways,makinganefforttorecognizeandpromoteotherpeople'scontributionstotheidea.

Withtradition,PioneersandDriverswillbequickertodismissestablishedpractice,Pioneerstypicallybecausethey'rethirstyforsomethingnew,andDriversoftenbecausetheydon'tconsidertraditionsnecessaryorworththeefforttomaintain.(Andifthey'rerejectingtraditionsliketherock-hardfruitcakeofadearauntie,wedon'tblamethem.)

GuardiansandIntegratorsontheotherhandvaluetraditionmorehighly.Guardiansperhapsbecausetraditionsareintegraltothewaysocietyisstructuredandoperates,andIntegratorslikelyoutofrespectandappreciationforculture,andanunderstandingthattraditionshelppeoplegetalongbetter.(AnditsuredoesmakeAuntiehappywhenweeathercake.)

ThesedifferencesareconsistentwiththesharedtendencyofGuardiansandIntegratorsoveralltovalueloyaltymorethanthePioneersandDriverssittingontheothersideoftheuniverse.

Leadershipstyle.PioneersandDrivers(particularlyCommanders)describethemselvesasbeingmorelikelyto“takecharge”thanGuardiansandIntegrators.Thiscorrespondstotheclassic,somewhatstereotypicalmodelofaleaderwhostepsup,seizescontrol,andmakessuretherightthingsarehappening.

GuardiansandIntegratorsarguablytendtopracticeamorenuancedapproachtoleadership.Forinstance,Guardiansmighttakeleadershipbasedonsomespecificexpertiseversusuniversallygrabbingthereins.AndIntegratorsmightleadthroughinfluence,orbycomposingandorchestratingateamofcontributors.Or,eithermightprefertocontributebyplayingamorebehindthescenes,individualcontributor,orsupportingrole.

contributor,orsupportingrole.

Byconsideringtheirapproachtospeed,risk,confrontation,novelty,andleadership,wehopeyoucandeterminewhetheraperson'sstyleismoresimilartothePioneerandDriverhemisphere,ortheGuardianandIntegratorone.Onceyou'vedonethat,youcanrefineyourhypothesisbysplittingthesphereintheotherdirection.

SharedTraits:Pioneers&Integrators,Drivers&GuardiansNowwediveintotheotherviewofsharedtraits,splittingtheuniversegraphvertically.InthisorientationyouseethatPioneersandIntegratorsshareseveraltraitsontheleftsideofthecircle,andDriversandGuardianssharetheinversetraitsontheright.Thedistinguishingtraitsbetweenthesepairingsrelateto:1)information,2)flexibility,3)attitude,and4)people.Again,thepointistofigureoutwhichsidebettercharacterizesaperson'sstyle—thePioneerandIntegratorside,ortheDriverandGuardianside.

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Information.Thetwoverticalsidesofthecirclearedifferentbothintermsofwhatkindsofinformationtheirassociatedtypeslike,aswellashowthey

processinformation.

PioneersandIntegratorstendtobeveryvisualanddon'tnecessarilyseeknumbersorstats.Pioneers,oftendescribedas“bigpicturethinkers,”tendtolikeactualpictures,andbiggerandbolderisoftenbetter.Integrators,withtheirinterestinrelationshipsandpeople,areparticularlydrawntostories,andtheyloverichdescriptionsthathelpthemimaginethesituationorcircumstance.

DriversandGuardians,incontrast,aremorequantitativelyoriented,andlovefactsandfigures.Forthem,dataisessential.ButDrivers,likelymotivatedbytheirurgetoquicklyachievetheirobjectives,willusuallyseekjustenoughinformationtofeelconfidentintheirconclusions.Guardiansaremuchmorelikelytoimmersethemselvesinacomprehensivelevelofdetailtoensurethateverythingisjustrightandnothinghasbeenoverlooked.

Whenitcomestoprocessinginformation,PioneersandIntegratorsarenon-linearthinkers,highlycontextualandguidedbyintuition.DriversandGuardiansarelogicalanddisciplined,tendingtotakeamorelinearapproachandlookingfordatatobackthemup.

Flexibility.PioneersandIntegratorstendtobeverycomfortablewithambiguityandnuance,andtheytypicallyfollowafluidthoughtprocess.WhereasDriversandGuardianslikeclarityandprecision,andaremoremethodical.

PioneersandIntegratorstendtochangetheirmindsmorefrequentlythanDriversandGuardians.ForPioneers,thatmightbesimplybecausesomethingmoreinterestingcomesalong.ForIntegrators,itcouldbebecausethey'reopentooptionsandcanoftenseetheprosandconsofvariousperspectives.

Driversaremorelikelytomakerationaldecisionsbasedonfacts,andarethereforeunlikelytochangetheirmindsunlesstherearenewfactsavailableortheirlogicisprovenfaulty(apossibilitytheywouldclaimishighlyunlikely,thoughthey'dwelcomeawell-prepareddispute).Similarly,Guardianshavelikelydonethemath(literally)toarriveattheirdecision,nottomentionprobablyhavingtriplecheckedtheirwork,sotherewouldhavetobeaprettybigchangeintheunderlyingvariablestochangetheirmind.

Attitude.PioneersandIntegratorsare,ingeneral,moreoptimisticandtrustingthantheothertypes.ThiscorrelationmakessensegiventhatPioneerswouldarguablybelesseagertoventureintounknownterritoryiftheythoughtitwasn'tlikelytoendwell.AndIntegrators'strongrelationshiporientationlikelyrequiresafaithinothers.

Incontrast,DriversandGuardiansaremoreskepticalandexacting.Drivers

Incontrast,DriversandGuardiansaremoreskepticalandexacting.Driverslikelybecausetheyneedaverifiablereasontobelieveinsomething,andtheyhavelittletoleranceforexcuseswhenpeoplecan'tmeetthehighstandardstheyset.Guardiansprobablybecauseiftheyhaven'tpersonallycheckedandconfirmedsomething,there'sariskthatitmightnotbecorrect.

PioneersandIntegratorsalsotendtobeexpressive,sharingtheiremotionsfreely.ForPioneers,thisisprobablymoreofanexpressionoftheirownemotions(oftenjoiedevivre),withoutreallytuningintootherpeople's,whereasIntegratorsmightgenuinelyrevealtheirownfullspectrumofemotions,butmightalsoencourageotherstoexpresstheiremotionsasameanstoformabondwiththem.

BothDriversandGuardianstendtokeeptheirfeelingsincheck.SomemightsayforDriversthat'sbecausetheydon'thaveany,althoughwe'darguethatit'smorelikelybecausetheybelieveemotionsareirrelevantand/oradistractiontotheworkathand.AndyoucanseewhereaGuardianmightavoidunfetteredemotions—afterall,howcanyouhavethingsundercontrolifyourownemotionsaren't?

People.PioneersandIntegratorsarebothrelationshiporiented.They'recollaborative,andvalueteamworkanddiverseperspectives.Integratorstendtobeperceptive,payingattentiontoandunderstandinghumandynamics,whereasPioneerstendtoplaytopeople—asanaudienceoraspotentialcompadresinthepursuitoffun.Botharealsogenerous,thoughperhapsindifferentways.AnIntegratorislikelytobefoundspendingtimecoachingjuniormembersoftheteam,whilethePioneermightbespontaneouslybuyingaroundofdrinksatthebar.

DriversandGuardiansaremoreinclinedtoworkindependently,oratleasttoenjoyitmorewhentheopportunityarises.They'renotasmotivatedtomaintainlargenetworksanddon'tprioritizeextensivesocialconnections.ButbotharehappytohavethePioneerbuydrinks.

Bycombiningthepreviousviewofsharedtraitswiththisone—focusedonaperson'sapproachtoinformation,flexibility,attitude,andpeople—youshouldbeabletonarrowyourhunchevenmore.

PutTogetheraHunchDevelopingahunchaboutsomeone'stypeisabitlikebeingteleportedtoanunfamiliarareainspaceandtryingtofigureoutwhereyouarebasedonthefewstarsyouseearoundyou.Youtrytogetageneralsenseofyourlocationfirst,by

starsyouseearoundyou.Youtrytogetageneralsenseofyourlocationfirst,bylookingforbothuniqueandsharedtraits.Whenyouseethem,youaskyourself,“Inwhichhemispherearethesetraitslocated?”Thenyouinvestigatefurthertoconfirmoradjustyourassessment.

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Toseehowthisworksinpractice,let'simaginethatyouhaveanewboss.You'veinteractedafewtimesbutyoudon'tknowherverywell.You'vemaybetriedtogetasenseofherstylebyconsideringtheuniquetraitsassociatedwitheachtype,butyou'renotfeelingconfidentaboutyourhunchsoyoulookaroundsomemore.Let'ssaythatyou'venoticedtworeallyvisibletells:Yourbossmakesfastdecisionsandsheseemstoembracerisk.Whenyoucheckyouruniversemap,youcanseethatputsherinthetophemisphere—thePioneer-Driverzone.ButisshemoreofaPioneeroraDriver?

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Nowyoulookaroundsomemore.Let'ssaythereareanothertwotraits:Yourbossisnotveryexpressiveandsheinsistsonhavingdatatoinformadecision.Thatputsherintherighthemisphere—theDriver-Guardianzoneofyouruniversemap.Inbothcutsoftheuniversediagram,shehastraitsalignedwiththeDrivertype,soyoureducatedguesswouldbethatshe'saDriver.Sofar,sogood.Evenifyoustoppedatthispoint,you'dhaveasolidstartforconnectingwithhermoreeffectively.

Lookingforamoreautomatedmethodfordevelopingahunch?Tryour20Qstoolatbusinesschemistry.deloitte.com

Buttobereallyconfidentaboutthishunchthereareafewmorethingstoconsider:1)Peopledon'thaveonlyprimarytypes,butalsosecondarytypesandthesecanbeimportant.2)BusinessChemistryisrelative,whichmattersaswell.3)Sincesituationsimpactpeople'sbehavior,it'sbesttoobservethemovertimeinavarietyofsituationstoseetheirmostconsistentbehaviors.

SecondaryTypesMatter

SecondaryTypesMatterLet'sstartwithsecondarytypes.People'sworkingstylesaren'tcharacterizedpurelybyonetype,solet'scontinuewiththeexampleofyournewbosstoseeifwecangleanevenmoreinformationabouther.SinceherprimarytypeseemstobeDriver,hersecondarytypewouldhavetobeeitherPioneerorGuardian.Wait,howwouldyouknowthat?BecauseBusinessChemistryrunsalongdimensions,andunlikecomicbooksorquantumphysics,wherethingscanbeinopposingpositionsatthesametime,whenitcomestoBusinessChemistrypeoplecanbeatoneendofadimensionortheother,oranywhereinbetween,buttheycan'tbeatbothendsatonce.Thosetwodimensionsarethediagonalsinthemodel:PioneertoGuardian,andDrivertoIntegrator.SoifyourbossisastrongDriver,bydefinitionshecan'talsobeastrongIntegrator.

You'venarroweddowntheoptionstoDriver-PioneerorDriver-Guardian.Thisisworthtryingtogetabeadon,becausethesecombinationshavedifferentwaysofthinkingandinteracting.Todoso,it'sperhapseasiesttogobacktotheuniquetraits:Doesyourbosslovedetailsorabhorthem?Issheoutgoingorreserved?Ifyouconsistentlyansweryestothetraitsassociatedwithoneortheother,chancesareshehasastrongsecondarytype.Ifnot,orifshehastraitsofboth,thenperhapsshe'smostlydefinedbyDriverandshehasalessextremesecondarytype.

It'sallRelativeAsyoustartlookingfortellsinthepeoplearoundyou,it'shelpfultorememberthatBusinessChemistryisrelative.Whilepeople'sworkingstylesandpreferencestendtobemoreorlessconsistentacrossmostsituations(abitmoreonthatinthecomingpages),thewaytheycomeacrosscandependonthecompanyinwhichtheyfindthemselves.

Haveyoueverhadthedubiouspleasureofpaintingyourhouse?Youknowhowitworksthen.Youwalkintothestoreandlookatrowuponrowoflittlesquareswithtinyvariationsincolor.Theyhavenamesthataremeanttobeevocative,butaren'treallythathelpful—likeMistyMountainorChilledSangria.Youpickafewandbringthemhome.

InKim'shousetheprocessgoessomethinglikethis:Kimsays,“Whatdoyouthinkofthisone,honey?”Herhusbandreplies,“Itlookswhitetome.”

AndthenKimproceedstorunaroundthehouseholdingtheswatchuptodifferentcolorstoseehowitlooksalittlegreenagainstthelightwall,butmorebluewhensheholdsitinthecorner.(Itneverlookswhite,bytheway,despite

bluewhensheholdsitinthecorner.(Itneverlookswhite,bytheway,despiteherhusband'sclaims.)Thecoloroftheswatchdoesnotinfactchange,butitseemsmoregreenormoreblue,dependingonthebackdrop.

Thesamethinghappenswithworkingstyles.ApersonmightseemlikeaPioneerinatypicalbusinesssetting,buthowdoesheappearbesideaCEOwholaunchesanewventurebyrappellingfromthetopofanairplanehangar?DoeshestillseemlikeaPioneerincomparison?Orwhatifhe'sinameetingwithatraditionalcompanyinAsia,wherethecultureitselfemphasizesmanyGuardian-liketraits?

Anotherthingtoconsideristhatpeoplesometimeschangetheirbehaviordeliberately,basedonwhothey'reinteractingwith.Supposeapersonwhoisgenerallyquiteempathic,diplomatic,andrelationshiporientedfindsherselfonateamfullofverystrongIntegrators.Shemightembracemoreofadirect,goal-focusedapproachonpurpose,tobalanceoutthemajoritytypeinthegroup.Alternatively,shemightdouble-downonherIntegratortendenciestofitin.

Weallhaveanaturalhue,butthewaywecomeacrossdependsonourcontext,soit'simportanttoconsiderthatwhenyou'retryingtogetasenseofsomeone'stype.Ifyou'dlikemoredetailsabouthowBusinessChemistrytakesrelativityintoaccount,seetheappendix.

TheExceptionortheNorm?Onceyou'veconsidereduniquetraits,sharedtraits,secondarytype,andrelativity,youshouldhaveaprettyreasonablehunchaboutsomeone'stype.Butyournextmissionistotestthathypothesisthroughactualinteractionswiththeperson.Becauseit'sclearthatthesituationsomeoneisinhasgreatpotentialtoinfluencehowtheythink,feel,andbehave.It'squitelikely,forexample,thatapersonwhousuallyspeaksloudlywillspeakmoresoftlyinaquietofficeiftheynoticethateveryoneelseiswhispering.

Whileyoushouldn'texpectanyonetoactexactlythesameineverysituation,BusinessChemistryisabouthowsomeonepreferstowork,andhowtheythink,feel,andbehaveinprofessionalsettingsmostofthetime.TheinstructionsforouronlineBusinessChemistryassessment(whichwe'lltellyoumoreaboutintheappendix)askpeoplehowthey'ddescribethemselvesgenerallyinabusinesscontext.Likewise,whenyouattempttodevelopahunchaboutsomeone'stypeyoushoulddosowithinthissamecontext,lookingforhowsomeonebehavesmostoften.

Ideallyyou'dobservesomeoneacrossavarietyofsituationsandinteractions.Andasyouworkwiththemfurther,you'lltakeyourunderstandingoftheir

Andasyouworkwiththemfurther,you'lltakeyourunderstandingoftheirworkingstylefromageneralzoneontheuniversemaptoaparticularcollectionofstarsthatareuniquelytheirown.

E:NoneoftheAboveMostofthetime,youwillhaveenoughcluestodevelopareasonablehunchaboutsomeone'sprimaryand/orsecondarytypes.Butsomepeoplearen'textremeonanyofthedimensions,soyouwilllikelypickuptellsfromeachofthepatterns.Orperhapsyouwillidentifyonetrait,butyouwon'tfindtheotherthingswithwhichthattraitisnormallycorrelated.Thesepeoplecanbevaluableteamplayersbecauseoftheirflexibility,buttheycanalsobedifficulttogetareadon.That'sOK,itjustmeansyoumightneedtobaseyourhypothesesmoreonsituations(sheisveryPioneerwhenwe'reinasituationwhereideagenerationisneeded,butveryGuardianwhenit'stimetoexecute)orcontext(heiscomfortabletakingriskswithinhisownteam,butuncomfortablewhenhe'swithanewgroup).Andwhetheryou'redealingwithsomeonewhodefiesallhunchingattempts,orsomeonewhoepitomizestheextremeofatype,it'sessentialthatyoutryhardtoavoidjumpingtoconclusions.That'sjustwhatwe'lladdressinthenextchapter.

UsingBusinessChemistryResponsiblyAtitsmostbasic,BusinessChemistryisaframeworkforidentifyingandcategorizingpeople'sworkingstyles.Doingsocanprovideimportantcluestoanother'sperspectiveandisonepracticalwaytodeepenunderstanding,cultivateempathy,andcreatechemistry.Itsimplifiesanotherwisecomplexandsometimesmystifyingendeavor—craftingpowerfulworkrelationships.

Butwefeelit'stimetointerjectawarninghere.Withgreat(hunching)powercomesgreatresponsibility.Itcanbeeasytomakejudgementsaboutsomeonebasedonincorrectassumptionsorbiases,anddoingsoisnobetterthanassuming(incorrectly)thateveryoneisjustlikeyou.Indeed,it'sworse;younotonlymisstheactualinsightsthatBusinessChemistrycanprovide,butyoualsolayeronthenegativeconsequencesoftypecasting.Inthischapterwe'lladdresshowtoavoidthesenegativeconsequencesanduseBusinessChemistryresponsibly.

AvoidJumpingtoConclusionsWesometimesgetaskedwhethercategorizingpeopleintoBusinessChemistrytypesisreallyjuststereotyping.Anditcouldbeseenthatway.Anotherviewisthatsuchconsciouscategorizationispreferabletotheunconsciousbiasesthatoftenplagueusintheworkplaceandbeyond.Letusexplain.

Whilestereotypingcansometimesbeharmful,it'sprettynatural.Humansarepronetopreconceptionsandstereotypes.Thesebiasescomefromthebrain'sattempttocopewiththeoverwhelmingamountofinformationithastoprocesseveryday.Itsimplycan'thandlethedatapointsrushingatitfromeverydirection,soitsimplifiestheworldbycategorizingjustabouteverything—includingpeople.Essentially,ourbrainsengageinstereotypingautomatically.

Intheir2013book,Blindspot:TheHiddenBiasesofGoodPeople,MahzarinBanajiandAnthonyGreenwaldrevealsomesurprisingstatisticsabouthowmanyofushavebiasesassociatedwithrace,gender,age,andother

characteristicsofpeople.We'reoftenunawareofthesebiases,andinfact,ourconsciousorstatedattitudesmayconflictwiththem.1

Wesuspectthatmostpeoplewouldprefernottooperateundertheinfluenceofunconsciousbiasesandlikewisepreferthatothersdon't.Forexample,whenSuzanneisspeakingwithagroupofleaders,she'dpreferthattheirbrainsaren'thominginonthefactthatshe'sawoman,orthatshehasaslightMidwesternaccent,orthatshehasblondhair.Thosecharacteristicsshouldbeirrelevantinthatsituation.Buttheresearchsuggeststhattheirbrainslikelyarefocusedonthesethingsand,furthermore,thatthey'reforminganimpressionofSuzannebasedontheassociationstheyhavewiththosecategories.Withoutknowingit,heraudiencemembersarelikelydecidingthatshe'semotional(atraitcommonlyassumedofwomen),thatshe's“Minnesota-nice,”andifthey'veheardtoomanyblondjokes,well…it'snotgood.

Solet'sgetdowntobrasstacks.Ifwe'drathernotbejudgingeachotherinthisway,whyareweencouragingyoutocategorizepeoplebasedonBusinessChemistry?Thethingis,interventionsdesignedtoreducetheamountofstereotypingwedohavemetwithlimitedsuccess.23Butwe'dsuggestthatonewaytomitigatetheimpactofourbrain'sunconsciousbiasesbasedonworkplace-irrelevantfactorsisbyencouragingconsciouscategorizationbasedonworkplace-relevantfactors.Inotherwords,we'reproposingthatinaworksetting,categorizingbasedonBusinessChemistrymightbebetterthancategorizingbasedonotherfactors,especiallyifyou'reawarethatyou'redoingitandyoutakesomeparticularprecautions,whichwe'lldescribebelow.

Thisstrategyisakintotakingawayapairofscissorsthatatoddlerhasgottenaholdof.Youcansnatchthescissorsaway,oryoucantrytoreasonwithher,butreplacingthescissorswithahand-mirrorisprobablyabetterbet.

Ratherthansimplytryingtoovercomeourunconsciousbiases,oneofthesimplestsolutionsmaybetomeetourbrain'sfundamentalneedforcategorizationwithadifferentwayofcategorizing—onewechooseandarefullyawareof.

Meetyourbrain'sfundamentalneedforcategorizationwithawayofcategorizingyouchooseandarefullyawareof.

There'sevidencethatthistypeofreplacementstrategyworkswhenwe'retryingtobreakahabit.Takeforexample,thatdonutyoumightbeeatingeachdayasa

mid-afternoonsnack.Insteadofjusttryingtoresistthedonut,it'smoreeffectivetocreateanewroutinethatreplacesthehabit,liketakinganafternoonwalk.4Ifstereotypingorunconsciouscategorizationcanbeseenasahabitwe'dliketobreak,thenreplacingitwithanewroutine,likefocusinginonone'sBusinessChemistrytype,shouldhelp.

SoiftheleadersSuzanneisspeakingwithfocusinonthefactthatherBusinessChemistrytypeisGuardian(ratherthanthefactthatsheisablond,Midwesternwoman),theassociationstheirbrainsaremakingwilllikelybemorerelevanttothesituation.Theirimpressionofhernowmaybethatshe'sdetail-oriented,meticulous,practical,andmaybeabitinflexible.

Isthistheperfectsolutiontounconsciousbiasintheworkplace?No,it'snotperfect.Bydefinition,categorizinganythingmeanssimplifying,andthatmeansoverlookingsomenuance.MaybeSuzanneisaGuardianwhoisnotinflexibleandnowheraudiencewillmistakenlythinkthatsheis.(Noworrieshere,asSuzannecanbequiteinflexibleattimes.)Youmightsuggestitwouldbebettertogettoknoweachandeverypersonweencounterindividually,anditprobablywould.Butmostofusencounterfartoomanypeopleinagivenweek,oreveninagivenday,togettoknowthemallpersonally.Itmighthelptoidentifythoseindividualsforwhomit'scriticalyougetbeyondcategoriestolearnabouttheiruniquecharacteristics—maybeyourboss,thosewhoreporttoyou,andanyoneaboutwhomyouaremakinghighlyimpactfuldecisions,suchaswhethertohireorpromotethem,orhowtoratetheirperformance.

Butwewon'tdenythat,usedcarelessly,categorizingpeoplebasedonBusinessChemistrycouldhavesomedetrimentaleffects.Wedon'trecommendyouviewBusinessChemistryasthelastwordonhowsomeonemightprefertointeract,receiveinformation,ormakeadecision.Norshouldyouuseitasapredictorofsomeone'ssuccessingeneral,orinaparticularroleorindustry,orasthebasisfordeterminingwhethertooffersomeoneajoborapromotion.One'sBusinessChemistrytypeisnotastatementonwhattheycanorcannotdo,norisitthesumtotalofwhoapersonis.

InsteadwerecommendusingBusinessChemistrytomakeaninitialpredictionabouthowsomeonemightprefertointeract,receiveinformation,ormakeadecision.Afterdeterminingthat,trytofindoutmore.Additionally,youcanuseBusinessChemistryasacommonlanguagefortalkingaboutdifferencesinperspectives;orasastartingpointforconsideringwhyaparticularworkrelationshipischallengingandhowyoucanturnitaround;orasabasisforexploringwhetheryourteam'swaysofworkingenablethesuccessofalltypesofpeople.Inthechaptersthatfollowwe'llprovidemoreguidanceonwhyandhow

people.Inthechaptersthatfollowwe'llprovidemoreguidanceonwhyandhowyoumightuseBusinessChemistryinallofthesepracticalways.

Butfornow,tohelpyouusethisreplacementapproachresponsibly,we'veroundedupa“LeastWanted”listoftheusualsuspectsthatcancauseproblems,sohopefullyyou'llknowthemwhenyouseethem.

BusinessCardBiasesYes,it'struethattitlescantellyoualotaboutsomeone'sfunctioninanorganization,buttitlesarenotnecessarilyreliablepredictorsofanindividual'sworkingstyle(norisfunction,forthatmatter).Inourexperience,peoplesometimesmistakenlymaparoletoaparticularBusinessChemistrytype.

Takeforexample,thechieffinancialofficer(CFO)role.Weoftenhearthingslike“HemustbeaGuardian,becausehe'saCFO.”Indeed,asonemightexpect,CFOsasagroupareoftenseenasdetail-focusedpragmatistswhodeliberatebeforetakingarisk.Butasyou'lllearninChapter11,ourownresearchwiththeC-suitefoundthatCFOsweremostcommonlyDrivers,withGuardianscominginsecond.Andthisrolehadhealthyrepresentationacrosstheothertypesaswell.Indeed,inoneofourBusinessChemistryConfessionspodcastepisodes,weinterviewedMarkButhman,CFOEmeritusatKimberly-ClarkCorporation,andanIntegrator.InthatdiscussionheacknowledgedthathisstylemightnotseemlikethestandardCFOprofile,butthathisabilitytobringpeopletogetherandbuildteamswasinfactkeytohissuccess.

Whenyouassumethatapersonmustbeacertaintypebecauseoftherolethey'rein,you'rebasingyourhunchonagenericdataset,versuslookingfortellsfromtheactualperson.Developingahunchisanexerciseinprobabilities,soifyoustopatgenericassumptions,you'restackingtheoddsagainstyourself.

Remember,yourBusinessChemistrytypeisyourmostcomfortablezonetoplayin,butthatbynomeansimpliesyoucan'tventureoutsideofit.Accordingly,just

in,butthatbynomeansimpliesyoucan'tventureoutsideofit.Accordingly,justbecausearolerequiresacertainapproach,doesn'tmeanit'sonlyopentocertaintypes.TouseourCFOexample,youdon'tneedtobeaDriverorGuardiantobeabletoworkwithnumbers.Aninterestingquestiontoconsiderishowfarandhowoftenyouneedtoventureoutofyourcomfortzoneinordertofulfillarole,andisthatsustainable?Formanyrolesthesedays,thereissomuchflexibilityinhowyouapproachthepositionandwhoyouteamwithinordertodrivesuccess,it'spossibleforawiderrangeofstylestoplaytotheirstrengthswhilestillmeetingtheroleobjectives.

Sonexttimeyougetthatbusinesscardthatsays“SystemsAnalyst”or“MarketingSpecialist”or“Controller”,checkyourselfbeforeyourushtoaconclusionabouttheirtype.(Butiftheircardsays“ChiefTroublemaker,”youcanventure,withsomeconfidence,thatthey'reprobablyastrongPioneer.)

All-or-NothingAssumptionsPicturethis.Youhaveapersonwhoisalwaysspoutingoffcrazyideasinmeetings,whochangesherfactseverytimeshetellsastory,andwhoselaughtercanbeheardfiveofficesdowneverytimeshetakesaconferencecall.SuchaPioneerineveryway.Orisshe?Thisperson,itturnsout,alsoreallyvaluestradition(unlikemostPioneers)andwasappalledwhenyousuggestedeliminatingtheannualFounders'Feastbecauseyouthoughtitwas“unnecessarykowtowingtothepast.”Oops.

It'stemptingtoassumethatbecauseapersonhasmostofthetraitsassociatedwithatypethattheyhaveallofthem.Remember,everyonehasauniquemixoftraits,eveniftheystronglyassociatewithaparticulartype.

There'sacertainpopularmagazinethatKimadmitstooccasionallypickingupwhilewaitinginthedentist'sofficeorthegrocerystorecheckoutline.Attheveryendoftheissuetheyalwayshavetwopictureswhichappear,atfirstglance,tobeidentical,butthatinfacthavesubtledifferences.

Yourmissionwhenyouencounterpeoplethatseemtoclearlyfitatypeistotreatthemlikethosepicturechallenges.Don'tjustsay,“Yup,theylooklikethattype”andthenbrushyourhandsandmoveon.Remindyourselfthatcategoriesaresimplificationsandmustbetakenwithagrainofsalt.Thenlookforthetraitspeoplehavethatdon'tmatchtheirtype,whichcanbeasimportanttounderstand,andappreciate,asthethingsthataremoretypical.OneexercisethathelpsdrivethishomeinourworkwithteamsisforeachmemberoftheteamtoshareanddiscussonetraitthatischaracteristicoftheirBusinessChemistrytypebutdoes

notapplytothempersonally.

PejorativePigeonholingWeadmititcanfeelgoodtoidentifywithotherswhoshareyourBusinessChemistrytype.Weoftenseeabondingeffectinsessionsasexecutivesofthesametypewelcomeoneanotherasoneoftheirown.Oneofthenegativeaspectsofthistribalismthough,isatendencytonegativelycharacterizethosewhoarenotlikeyou,whichisoftenmostharshlydirectedatthetypeoppositeyours.Insteadoffocusingon,andappreciating,allthepositiveaspectsofothertypes,peoplecangetfixatedonthedarksidetraits—negativeperceptionsoftypesattheirworst.

Forinstance,justtoshareafewofthethingswehear:

Pioneerslacksubstance.

Guardiansarerigid.

Driversarejerks.

Integratorsareflaky.

Thesenegativelabelsobviouslygeneralizeinawaythatisneitheraccuratenorhelpful.Worse,thiskindofmindsetcanpreventusfromconvertingdiversityintopositivepotential.Afterall,ifyoualwaysthinkofDriversasjerks,howlikelyisitthatyou'regoingtotakeadvantageofallthepositivethingsDrivershavetooffer?

ThiseffectcanbeexacerbatedingroupsdominatedbyaparticularBusinessChemistrytype.Thesemono-styleteamsmustmakeaconcertedefforttonotdismissthevalueofothertypes,andratheractivelyseek,incorporate,andnurturediverseperspectives.

Oneexerciseweliketodowithteamsistoaskthemtobrainstormtheunique

Oneexerciseweliketodowithteamsistoaskthemtobrainstormtheuniquevaluebroughtbyothertypes,particularlytheiropposites.Whatfollowsisatypicallistateammightproduce.

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WeGuardianslovePioneersbecausethey…

Bringenergyandpassiontoeveryinteraction

Areoptimisticandencourageustotakerisks

Arefullofnewandinterestingideas

WePioneersloveGuardiansbecausethey…

Helpuskeeptrackofthedetails

Serveasarealitycheck

Keepusoutoftrouble

WeIntegratorsloveDriversbecausethey…

Keepusmovingforwardataswiftpace

Arenotafraidtoaskchallengingquestions

Encouragecompetitioninawaythatpushesus

WeDriversloveIntegratorsbecausethey…

Bringacollaborativespirittotheteam

Keepaneyeonteammorale

Encourageustoincludediverseviews

Finally…RinseandRepeatAttheendoftheday,thepurposeofcreatingahunchisnottofigureoutaperson'stypeasanabsolute,abstractconcept,butrathertodeterminehowtheyactuallyshowupatwork,whatthey'relikelytowantandneed,andhowyoucanbestinteractwiththem.Thepointisnotcategorization,butratherobservation,recognition,andrefinement.Onlythendowehaveasolidbasisforadaptation,andifwe'relucky,appreciation.Wearenotsuggestingaone-and-donetask,butratheranongoingprocessforhowyouseeandrelatetothepeoplearoundyou.

Themoreyoustartlookingforcluesrelatedtoindividualtypes,themoreyou'llnoticenotonlythewaysthatpeoplereallymatchthedifferentpatterns,butthewaysthattheydon'tmatchaswell.Youwillaccelerateyourabilitytodoinbusinesswhatprobablycomestoyounaturallyinyourpersonallife:You'llsee,nottypes,butindividuals—andthat'sakeyingredientforgreatchemistry.

References1.Banaji,MahzarinR.,andAnthonyG.Greenwald.Blindspot:HiddenBiasesofGoodPeople.NewYork:DelacortePress,2013.

2.Paluck,ElizabethLevy.“InterventionsAimedattheReductionofPrejudiceandConflict.”TheOxfordHandbookofIntergroupConflict,editedbyLindaR.Troop.NewYork:OxfordUniversityPress,2012.

3.Hoffman,Adam.“CanScienceHelpPeopleUnlearnTheirUnconsciousBiases?”Smithsonian.com.July02,2015.https://www.smithsonianmag.com/science-nature/can-science-help-people-unlearn-their-unconscious-biases-180955789/.

4.Duhigg,Charles.PowerofHabit:WhyWeDoWhatWeDoinLifeandBusiness.NewYork:PenguinRandomHouse,2012.

WhataboutIntrovertsandExtroverts?AnIntrovertandanExtrovertwalkintoaconferenceroom.Theysitacrossthetablefromeachother.ThentheExtrovertsays”

DoesitreallymatterwhattheExtrovertsays?MaybenotaccordingtoSteveSchloss,CHROandChiefPeopleOfficeroftheUnitedStatesGolfAssociation:“EvenifwhattheExtrovertissayingislikelyincorrect,thisindividualislikelytowinthedayinthatgivenconversationbecausetheIntrovertchosetolisten,process,observe,andmaybecomebackatalaterpoint.”StevesaidthisduringoneofourfavoriteBusinessChemistryConfessionspodcastepisodes.Andwhileitsoundsabitlikeajoke,itdescribesascenewe'vewitnessedinreallifemanytimes.AnIntrovertpausesbeforespeaking,andthennevergetsachancetospeakatallastheconversationbarrelsahead.

ButSteveisn'tadvocatingforanExtrovertstyleoveranIntrovertstyle.Infact,hesayslaterinthesamepodcastepisode,“Ifyouwantapplause,youcanspeakallyouwant,butifyouwantresults,youhavetolisten.”Welovethepairingofthesetwoquotestogetherbecauseithighlightstheimportanceofhavingabalancebetweenstyles.Ifyoupausetoolongbeforespeakingup,youlose,butifyoutalktoomuch,youloseaswell.Unless,ofcourse,allyouwantedwasapplause.

Whenitcomestopersonalitydifferences,itseemspeoplehavealwaysbeenparticularlyinterestedintheIntrovert/Extrovertdistinction.Butin2012introversionburstintothespotlightwiththepublicationofSusanCain'sbookQuiet:ThePowerofIntrovertsinaWorldthatCan'tStopTalking.1Throughameticulouscompilationofresearch,CainarguestherearemanywaysinwhichsocietytodayisbuiltforExtroverts,whichmeansweloseoutonmuchofthepotentialvalueIntrovertscanbringtoourschools,ourorganizations,andourcommunities.Shereallystruckachord—herbookhassoldmillionsofcopiesandheraccompanyingTEDTalkhasbeenviewedmorethan18milliontimes.ButasCaindoes,we'llsuggestthatwedon'thavetoloseoutonthevalueIntrovertsbring,andinthechaptersthatfollowwesuggestlotsofpracticalways

thatyoucanhelpcreateanenvironmentonyourownteamsandinyourownorganizationthatwillsupporttheperformanceofbothIntrovertsandExtroverts.

InChapters3through6wetouchedonthewaysinwhichtheBusinessChemistrytypesrelatetointroversionandextroversion.GuardiansaregenerallymoreintrovertedandPioneersmoreextroverted.ButIntegratorsandDriversaremixed,eachhavingtwosubtypesthatdividealongtheselines.AmongIntegratorsubtypes,DreamersaremoreintrovertedandTeamersmoreextroverted.AmongDriversubtypes,ScientistsaremoreintrovertedandCommandersmoreextroverted.Asyou'llseeinthenextchapter,thisparticularlensontheBusinessChemistrytypesbecomesparticularlysignificantinrelationtosomeofourresearchfindings.Giventhat,wethoughtitwouldbehelpfultodevoteabitmoreattentiontotheIntrovert-Extrovertdistinctionhere.

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What'sinaLabel?Tostart,itseemstomakesensetobackupabitanddefinewhatwemeanbyintroversionandextroversion.Whilemostofuslikelyhavesomesenseofwhat

ismeantbytheseterms,thereisnouniversallyagreedupondefinitionofIntrovertorExtrovert.Amongthemosthighlyresearcheddefinitionsisoneassociatedwiththefive-factormodelofpersonality,whichcharacterizesExtrovertsasoutgoingandenergetic,andIntrovertsassolitaryandreserved.23OtherdefinitionshighlightphysiologicaldifferencesinthesensitivityofIntroverts'andExtroverts'neurologicalsystems,particularlyinrelationtodopamine4andtobaseratesofarousal.5Extrovertsarelesssensitivetodopamineandnaturallyhavelowerlevelsofarousal,leadingthemtoseekoutstimulationinordertoachieveoptimallevelsofboth.Introvertsaremoresensitivetodopamineandhavegenerallyhigherlevelsofarousal,leadingthemtoavoidstimulationsoasnottobecomeoverwhelmed.Inlinewiththatdistinction,CaindescribesIntrovertsashavingapreferenceforquieter,lessstimulatingenvironmentsandExtrovertsaspreferringmorestimulation.6Stillotherdefinitionshighlightcommondistinctionsbetweentheprimaryfocusofone'sattention:aperson'sinnerworldversustheworldaroundthem;ortheirprimarysourceofenergy,timealoneorwithothers.7Andsomedefinitionsgetevenmorespecific,identifyingmultiplesubtypesofIntrovertsorExtroverts.89

We'renotgoingtotacklethechallengeofarguingwhichofthesedefinitionsissuperior.InfactweconsideredseveraloftheselenseswhenweinitiallysetouttounderstandhowtheBusinessChemistrytypesrelatetointroversionandextroversion.AndwhatwesawrightawaywasthatthedistinctionwasclearforPioneers,whoseemedmoreextroverted,andGuardians,whoseemedmoreintroverted,butthatwasn'tthecaseforDriversandIntegrators.Thatis,itwasn'tclearuntilwelookedcloselyatthesubtypes.Whenwedidthat,wenoticedthatbothDreamersandScientistsseemedtohavemoreoftheIntrovertcharacteristics,whileTeamersandCommandershadmoreoftheExtrovert.SotodevelopourownworkingdefinitionsofIntroversionandExtroversionastheyplayoutintheworkplace,weanalyzedalltheBusinessChemistrytraitsandidentifiedthoseshowingastatisticallysignificantdifferencebetweenthethreemoreintrovertedBusinessChemistrytypesandthethreemoreextrovertedtypes.Ourresultingdefinitionsareasfollows:

Extrovertsareoutgoingandenergetic.Theytalkfast,makeimpulsivedecisions,andadapteasily.Theyprioritizehavinglotsofpeopleintheirnetworksandtakechargeingroups.

Introvertsarereservedandunhurried.Theircontributionstodiscussionsaremeasured,andtheydeliberatebeforemakingdecisionsandadaptatagradualpace.Theymaintainsmallernetworksandaddvalueinsupportingroles.

TraitdifferencesbetweenextrovertedandintrovertedBusinessChemistrytypes

SizeofthedifferencebetweenExtrovertsandIntroverts

NotLunaticsOfcourseifyouwanttobereallyaccurateaboutthings,youshouldadd“onaverage”tothosedescriptions,becausetheseareofcoursegeneralizations.Whilewe'reatit,weshouldalsonotethatpeoplearen'twhollyintrovertedorextroverted.InfactCarlJung,whopopularizedtheselabels,oncestated“ThereisnosuchthingasapureIntrovertorExtrovert.Suchapersonwouldbeinthelunaticasylum.”

InChapter7wementionedthatpeopletypicallyhavebothaprimaryBusinessChemistrytypeandasecondarytype,andthesepairingsarerelevantherearewell,becauseapersonmighthaveanintrovertedprimarytypeandanintrovertedsecondarytype,extrovertedprimaryandsecondarytypes,oroneofeach.Andthesetypecombinationsareacluetojusthowintrovertedorextroverteda

personis.Someonewithintrovertedprimaryandsecondarytypesmaynotbepurelyintroverted,butthey'relikelytobemoresothansomeonewithmixedprimaryandsecondarytypes.Likewise,someonewithextrovertedprimaryandsecondarytypesisprobablymoreextrovertedthanothers.

Introverts Extroverts

Matched

Guardian/Dreamer Pioneer/CommanderDreamer/Guardian Commander/PioneerGuardian/Scientist Pioneer/TeamerScientist/Guardian Teamer/Pioneer

Mixed

Guardian/Teamer Pioneer/ScientistGuardian/Commander Pioneer/DreamerDreamer/Pioneer Teamer/GuardianScientist/Pioneer Commander/Guardian

We'lluseourselvesasanillustration.Suzanne,asaGuardian-Dreamer,isquitefirmlyintroverted,andmaybeevensneakinguponlunacy.ButKim,asaPioneer-Scientist,isextrovertedwithasidedishofintroversion.Withthiskindofmixed-typecombination,shemightalsobethoughtofasanAmbivert.

LikeIntrovertsandExtroverts,thereisnouniversallyagreed-upondefinitionofanAmbivert.WeusethetermtodescribeapersonwhoquiteeasilymovesbackandforthbetweentheseIntrovertandExtrovertorientations,similartohowanambidextrousindividualcanfluidlyswitchbetweenusingtheirrightorlefthand.Chancesareit'seasierforsomeonewithamixedprimary–secondarycombinationtomovebackandforth,butit'spossibleforanyone,particularlyiftheirtypeismoremoderatethanextreme(we'lltalkabitmoreaboutthatintheappendix).

Whilewedorecognizethiscomplexity,forthesakeofouranalysesthroughoutthisbook,weconsiderone'sprimarytypetodeterminewhetherthey'reintheIntrovertorExtrovertcategory—soSuzanneisconsideredanIntrovertandKimisconsideredanExtrovert,eventhoughshehasamixed-typecombination.Andagain,we'llacknowledgeherethatwhenwelabelpeoplewe'regeneralizingabitforthesakeofsimplicity.Ofcourse,allthatyouarecannotbecapturedinasingleword.Notyouandnotanyoneelse.

MoreFraternalThanIdenticalSogenerallywerefertoallprimaryGuardians,Dreamers,andScientistsasIntroverts,andtoallprimaryPioneers,Commanders,andTeamersasExtroverts.Andyet,we'renotsuggestingthatallIntrovertsarethesame(norareallExtroverts).Indeed,weseerealdifferencesbetweentheBusinessChemistrytypeswithintheseIntrovert/Extrovertcategories.Forexample,Guardians,Dreamers,andScientistsalltendtobemorereservedanddeliberatethantheextrovertedtypes.However,Guardiansaremuchmoremethodicalandmeticulousthantheothertwointrovertedtypes,whileDreamersaremoreempathicandrelationshiporientedthantheothers,andScientistsaremorecerebralandtechnical.

Traitsofintrovertedtypes

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Similarly,Pioneers,Commanders,andTeamersareallmoreadaptableandenergeticthantheintrovertedtypes,buttherearedifferencesbetweenthem.Pioneershaveamorefluid,lessstructuredworkingstyleandtheyaremorespontaneousthantheothertwoextrovertedtypes.Commanders,meanwhile,aremorelogicalanddisciplinedthantheothers,andTeamersaremoretraditional

morelogicalanddisciplinedthantheothers,andTeamersaremoretraditionalandplacemoreimportanceonreachingconsensus.

Traitsofextrovertedtypes

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DespitethesedifferenceswithintheIntrovertandExtrovertcategories,asyou'llsoonsee,wesometimesfindtheIntrovert/Extrovertdistinctiontobeclearandimportantinrelationtoourresearchfindings.Soaswemoveontothenextchapterwe'llsharewithyouwhenthatdivisionseemsmoreusefulandwhenitseemslessso.

Who'sBetter?Who'sBest?Giventhatlittlebitofforeshadowingwebetyoucan'twaittogettothenextchapter,butfirst,wewanttoaddressonemorequestion.IsitbettertobeanIntrovertoranExtrovert?

Wellyouprobablyknowuswellenoughalreadytoassumewe'renotgoingtoarguethatoneisbetterthantheother—theybothmakevaluablecontributionsinmostanysituation.Butwe'vealreadyhintedthatintoday'sbusinessenvironmenttherearesomewaysinwhichbeinganExtrovertmightbeabit

environmenttherearesomewaysinwhichbeinganExtrovertmightbeabiteasierormorerewardingthanbeinganIntrovert.

Ifthat'sasurprisetoyou,thenyouareprobablyanExtrovertandyouprobablyhaven'treadSusanCain'sbookQuiet,whichwementionedearlier.10We'llreturntoCain'sworkherebecauseithasdirectrelevancetocreatingworkenvironmentswherealltypesthrive.Shearguesthatsocietyingeneral,andthetypicalworkplacespecifically,undervaluesIntrovertsandalltheirstrengths,leadingto“acolossalwasteoftalent,energy,andhappiness.”SheoutlineshowWesternculturehastransformedovertimefromacultureofcharactertoacultureofpersonalityinwhichan“extrovertideal”dominates,andintroversionisviewedasinferior.ShegoesontohighlightthewaysinwhichinstitutionstodayarebuiltforExtrovertsandhowthatoftencontributestotheIntroverts'talentsremaininglargelyuntapped.YoucanreadCain'sbookforyourself,sowewon'tbelaborthepointhere,butwewillmentionthatourresearchfindings,whichwe'lloutlineinthenextchapter,supportCain'sperspectiveinmultipleways.

We'llclosethischapterwithalittlethoughtexperiment.ImagineanorganizationmadeupexclusivelyofstrongIntroverts.Whatwouldthatbelike?Iseveryonewaitingforeveryoneelsetosaywhattheythink?Doopportunitiesexpirebecausedecisionstaketoolong?Canteamskeepupwiththepaceofchangeordotheylagbehind?Andwhotheheckisinchargearoundhere?

NowwhataboutanorganizationmadeupexclusivelyofextremeExtroverts?Arepeoplefightingforcontrol?Whowilldotheworkthatdoesn'tplacetheminthespotlight?Ifeveryoneadaptseffortlesslytothelatesttrend,mightteamslosetrackoftheirNorthStar,changecoursetoooften,andendupgoingincircles?Andifeveryoneistalkingatonce,whoislistening?

Thepointisobviousbutwe'llstateitnonetheless.GreatteamsandorganizationsneedIntrovertsandExtrovertstoexcel.Thechallengeisincreatinganenvironmentthatsupportstheirdifferentneeds,takesadvantageoftheiruniquestrengths,andpromotestheirworkingeffectivelytogether.Thenextsectionofthebook—BusinessChemistryApplications—isallaboutthat.ButasanextstepinthisBusinessChemistryElectivessection,we'llspendsometimeconsideringthesimilaritiesanddifferencesbetweentheBusinessChemistrytypesandfactoringinthislensofintroversionandextroversion.

References

1.Cain,Susan.Quiet:ThePowerofIntrovertsinaWorldThatCan'tStopTalking.NewYork:BroadwayBooks,2013.

2.Peabody,DeanandLewisR.Goldberg.“SomeDeterminantsofFactorStructuresfromPersonality-TraitDescriptors.”JournalofPersonalityandSocialPsychology,57(3)(1989):552–567.doi:10.1037/0022-3514.57.3.552.PMID2778639.

3.McCrae,RobertR.andPaulT.Costa.“ValidationoftheFive-FactorModelofPersonalityAcrossInstrumentsandObservers.”JournalofPersonalityandSocialPsychology52(1)(1987)81–90.doi:10.1037/0022-3514.52.1.81.PMID3820081.

4.Laney,MartiOlsen.TheIntrovertAdvantage:HowQuietPeopleCanThriveinanExtrovertWorld.NewYork:WorkmanPublishing,2002.

5.Eysenck,HansJürgen.TheBiologicalBasisofPersonality.Springfield,IL:Thomas,1967.

6.SeeNote1.

7.Jung,C.G.CollectedWorksofC.G.Jung,Volume6:PsychologicalTypes.OriginallyTranslatedbyH.G.Baynes.RevisedbyR.F.C.Hull.Princeton,NJ:PrincetonUniversityPress,2014.

8.Cheek,JonathanM.,JenniferGrimesandCourtneyBrown.PersonalityScalesforFourDomainsofIntroversion:Social,Thinking,Anxious,andRestrainedIntroversion(preliminaryresearchmanual).Wellesley,MA:WellesleyCollegeDepartmentofPsychology,September2014.

9.SeeNote7.

10.SeeNote1.

Stress,CareerAspirations,andOtherHeadlinesWehopethatsofarwe'vedescribedtheBusinessChemistrytypesinawaythatallowsyoutoseeyourselfinthem,andalsoyourcolleagueJoe,andmaybeevenyourmom.We'veaimedforcolorfuldescriptions,attemptingtopaintpicturesthatmakethetypescomealive(buthopefullynotlikethosecreepypictureswheretheeyesseemtofollowyouaroundtheroom.)However,forthosereaderspiningformorenumbersandgraphs,heretheycome.(Ifyoudon'twanttolookatgraphs,noworries;wethinkyou'llfindthetextinterestingaswell,sojustfocusonthatandletthosechartsbeacolorfulblurinyourperipheralvision).

OurinitialresearchestablishedtheBusinessChemistrytypes,thetraitsassociatedwiththem,andthekeydifferencesbetweenthem.Sincethenwe'vegainedadeeperunderstandingofhowthetypesaresimilaranddifferentviaanumberoflarge-scaleresearchstudieswe'veconductedwithprofessionalsallovertheworld,andthroughin-personsessionswiththousandsofexecutivesandtheirteams.We'velookedfordifferencesinrelationtoanumberoffactors,fromreactionstostress,tocareeraspirations,totheconditionsunderwhicheachtypethrives,andwe'vefoundsignificantdifferencesbetweenthetypeseverytime.We'llfocushereprimarilyonkeyfindings,butformoredetailonourresearchsamplesandmethodologies,checkouttheappendix.(Maybenextwe'lldoastudyonBusinessChemistrydifferencesinthelikelihoodofreadingappendices.)

Stress!There'saRandyGlasbergencartoonfrom1996thatshowsonewhite-coatedindividualtellinganother:“Accordingtothelatestscientificresearch,theaveragehumanbodyis20%waterand80%stress.”1Youmaybethinkingthatsoundsaboutright,evennow,20yearslater.AndifyouweretodoaquickInternetsearchonstressintheworkplace,youmightfeelyourownstresslevelsriseasyoureadallthedirewarningsabouttheepidemicproportionsanddangersofthestressedoutworkforceintheUnitedStatesandelsewhere.Andwe'renot

goingtosuggestthatstressisn'tcommonorthatitcan'tbedangerous(althoughthereisevidenceitcanhavepositiveeffectstoo).However,wedofeelcompelledtosayrightoffthebatthatourresearchonstress'astudyconductedwithmorethan23,000professionals—suggeststhatnoteveryoneisasstressedoutallthetimeaswemightbeledtobelievebythepopularityofthistopicinthemedia.Whenweaskedpeopleabouttheirstresslevels,just28percentsaidthey'restressedoftenoralmostalways.Frankly,giventhehype,thisfindingsurprisedusalittlebit.

Butitdidn'tsurpriseusthatwefoundsignificantBusinessChemistrydifferencesinhowmuchstresspeopleexperience.Specifically,ourstudysuggeststhatGuardiansaremostlikelytoexperiencestress,followedbyIntegrators.Andgiveneverythingwe'vejustsharedaboutthetypes,that'swhatwemightexpect.

Who'sstressedout?

SowhatareGuardiansandIntegratorsstressedabout?Weaskedthesameprofessionalsaboutvariouspotentiallystressfulsituationsandfoundthatmakinganerrortoppedthelist,causingstressformorethan80%ofallrespondents.Theotherthingsweinquiredaboutwereexperiencedasstressfulbyroughlyhalfofrespondents.Theseincluded:

achallengingworkload,withlonghoursorjugglingofmultipleresponsibilities

momentsofconflict,likegettingreprimandedordeliveringadifficultmessage

situationsthatcreateurgency,likecriticalprojectsortimepressure

face-to-faceinteractions,likedeliveringapresentationormeetinganewstakeholder.

We'regettingalittlestressedoutjustthinkingaboutallofit.Areyou?

OurnextquestionwaswhetherdifferentBusinessChemistrytypesarestressed

OurnextquestionwaswhetherdifferentBusinessChemistrytypesarestressedoutbydifferentthings,andtheanswertothatquestionisaprettyclear“no.”Thenatureofthestressordidn'tseemtoimpactwhichtypesexperienceditasstressful.GuardiansandIntegratorsindicatedtheyexperiencedeverysituationtobesignificantlymorestressfulthandidPioneersandDrivers.

Spendingalittletimewithuswouldillustratethisfindingperhapsmoreclearlythananythingelse.InallkindsofsituationsSuzanne,aGuardian-Integrator,isoftenstrugglingtostemhermountingpanic,whileKim,aPioneer-Driver,isascoolasacucumber.Whilewritingthisbook,forexample,Suzannewasconstantlyfrettingaboutthetimelineandwhetherwe'dmanagetogeteverythingdone,andKimwouldreply,“I'mnotworried,we'redoinggreat!”

Findingsfromasecondstudyweconductedwith17,000differentprofessionalssuggestGuardiansandIntegratorsarealsolesslikelytofeelthey'reeffectiveunderstress.Butbeforeyoudrawtheconclusionthattheycan'ttaketheheat,weshouldnotethathalfofGuardiansandIntegratorsreportedthey'remosteffectivewhenmoderatelytoverystressed,comparedtoaround60%ofDriversandPioneers.Soyes,wefoundastatisticallysignificantdifference,butalltypeshavesubstantialportionsofpeoplewhosaytheyworkwellunderstress(Suzannejustdoesn'thappentobeoneofthem).

Ourresearchalsosuggeststhatintroversionandextroversionplayanimportantroleinhowmuchstresspeopleexperience.AmongtheIntegratorsubtypes,Dreamers,whotendtobeintroverted,reportedstresslevelssimilartoGuardians,whileTeamersexperiencedmoremodestlevels.Ontheflipside,amongtheDriversubtypes,Commanders,whotendtobeextroverted,reportedstresslevelssimilartoPioneers,whileScientistsreportedhigherlevels.

Who'sstressedout?

Why?Possiblyduetophysiologicaldifferences—thereisevidencethat

Why?Possiblyduetophysiologicaldifferences—thereisevidencethatIntrovertshavemoresensitiveneurologicalsystems,whichwetalkedaboutinthepreviouschapter.Butitisalsopossiblyduetodifferencesinpreferredwaysofworkingandinteractingwithothers,whichmaynotalwaysbealignedwithtypicalworkenvironments.ItcanbeatoughworldoutthereforIntroverts,anditsometimestakesatoll.

Soifsometypes—generallythemoreintrovertedones—experiencemorestressthanothers,whatdotheydoaboutit?Weexploredthatquestiontooinoursecondstressstudy.Wefoundthatwhenitcomestocoping,jumpinginandtacklingtheissuewasthemostcommonstrategyoverall,usedbymorethan80%ofrespondents.Otherstrategiesthatwerealmostascommonwere:

cognitivecopingstrategies,likesteppingbacktolookatthebigpicture,lookingonthebrightside,andthinkingthroughpossibilities

groundworkstrategies,likegatheringmoreinformationordoingorganizationaltasks

Twootherstrategieswerereportedbylessthanhalfofrespondents,fewerthanwemighthaveexpectedbasedonwhatoutsideresearchsuggestsaboutthewayspeoplecope:

interpersonalstrategieslikeaskingsomeoneforhelp,talkingwithsomeoneabouthowyou'refeeling,orbouncingideasoffofthem

time-outstrategies,likedoingsomethingthatenergizesorrelaxesyou(e.g.,yoga,goingforarun),socializing,orblowingoffsteam.

AndtheBusinessChemistrytypesreportedusingdifferentstrategiesinvaryingdegrees.Whiletakingactionwascommonamongalltypes,itwasreportedmostfrequentlybyDrivers,withPioneersclosebehind.Thisisn'tsurprisinggiventhegeneralbiasofthesetypestowardimmediateaction,withGuardiansandIntegratorsbeingabitmorelikelytothinkthingsthroughbeforejumpingintoaction.Pioneersfavoredcognitivestrategiesmorethanothertypesdid(afterall,theyloveideas!),andtheyusedtime-outstrategiesmorethantheothertypes.Pioneersalsoemployedthemoststrategiesoverall,asyoumightexpectfromthemostadaptabletype.Guardiansusedgroundworkstrategiesmostoften,whichfitswiththeirprocess-anddetail-orientednatures.Integratorsdidn'tshowastrongpreferenceforaparticularcopingstrategy,usingaction,groundwork,andcognitivestrategiestosimilardegrees.Andwhileitwasnottheirmostcommonstrategy,IntegratorsalongwithPioneers,usedinterpersonalstrategiesmorethanothertypes.Nodoubttheirrelationship-orientationisakeyfactorhere.

Useofcopingstrategies

PsychologicalSafetyYouknowthatcolleagueofyourswhoseemstoblurtoutwhateverthey'rethinkinginameeting,nomatterhowoutlandishorpotentiallycontroversialtheidea?Chancesare,thatpersonhasastrongsenseofpsychologicalsafety—thefeelingthatit'sokaytoshareone'sideasandtakesomeinterpersonalrisks.Theconceptofpsychologicalsafetyhasbeeninthemediaspotlightoverthepastcoupleofyears,inpartbecauseofsomeresearchconductedbyGoogle.2Thegeneralgistoftheirfindingsfitswithwhatpsychologistshavepreviouslyfound,thatmoresuccessfulteamstendtohaveahighersenseofpsychologicalsafety.3Afterall,ifsomeofyourpeopleareholdingback,yourteamismissingout.

Afterreadingaboutthatstudywegotprettyinterestedinpsychologicalsafetyourselves,sowith11,000professionalsweexploredwhetherthereareBusinessChemistrydifferencesintheextenttowhichpeoplefeelsafeorunsafe,notonly

Chemistrydifferencesintheextenttowhichpeoplefeelsafeorunsafe,notonlywhenitcomestoidea-sharing,butalsoinrelationtosomeotherareas.Andalthoughwequeriedadifferentsampleofprofessionals,theresultslookalotlikethosefromourstressstudy.

Overall,GuardiansandIntegratorswerethemostlikelytoreportfeelingunsafe,andwesawanintroversion/extroversioneffectsimilartotheoneinthestressstudy.NotonlydidGuardiansfeelsignificantlymoreunsafethanPioneers,butDreamersfeltmoreunsafethanTeamers,andScientistsmorethanCommanders.Herearesomespecifics.

Startingwiththemosttypicaldefinitionofpsychologicalsafety,around35%ofGuardiansandDreamersinoursampleindicatedtheyfeelunsafe,sayingit'srarelyoronlysometimestruethattheyfeeltheycansharetheirideasfreelywithoutfearofjudgementorrejection.ForPioneersandCommandersthisnumberwaslessthan15%.

Feelsunsafesharingtheirideasfreelyatwork

We'vesharedthatinourdefinitionakeydifferencebetweenIntrovertsandExtrovertsisthatIntrovertsarequieter,particularlyaroundnewpeople.Thefindingsfromthisstudyilluminatethatdistinctionfurther,suggestingthatpartofthereasonforthisreservemaybeafearonthepartofIntrovertsthatwhattheyhavetosaywillbejudgedorrejected.

Extroverts,ontheotherhand,maybecan'tfathomwhyanyonewouldjudgeorrejecttheirideas,or,possibly,theysimplydon'tcare.Afterall,aswediscussedinthepreviouschapter,we'relivinginthetimeoftheExtrovertideal,characterizedbySusanCainasthehighersocietalvalueplacedoncharismaandoutspokennessthanoncharacterandreserve.4

Wealsoexploredsomeotheraspectsoffeelingunsafeatwork.Whenitcomestohonestlydiscussinghowthey'refeelingwhenstressed,Guardiansweremostlikelytofeelunsafe,andagain,therewasaclearintroversion/extroversioneffect;DreamersandScientistsjoinedGuardiansinbeingmorelikelytoindicatethisisachallenge.TeamersandCommanders,likePioneers,werelesslikelytothinkso.Ifyou'repayingattention,youmightnoticethatourfindingssuggestthosewhofeelmoststressedalsofeelleastsafediscussingit.Wouldtalkingaboutitmorehelp?Studiessuggestitmight.5

Feelsunsafediscussingstresslevelswiththeirmanager

Thepatternofresultswasalmostidenticalintermsofwhetherpeoplefeeltheycanbringtheirwholeselvestowork,withmoreGuardians,Dreamers,andScientistsindicatingtheyweren'tsosure.Again,thismayrelatetotheExtrovert

Scientistsindicatingtheyweren'tsosure.Again,thismayrelatetotheExtrovertideal—ifthey'reaware,consciouslyorunconsciously,thattheirwayofbeingintheworldislessvalued,Introvertsarelikelytofeellesscomfortablebeingthemselves.Canyoublamethem?

Feelsunsafebringingtheirwholeselftowork

Intermsoffeelingthey'reabletotakecareoftheirphysicalhealth,Dreamerswereparticularlychallenged,whileCommandersweretheleastlikelytosaythisisaproblem.Andit'sDreamersandGuardiansthatweremostlikelytoindicatedifficultieswithcreatingwork–lifeboundarieswithoutfearorguilt.Theseresultsareparticularlysignificantinlightofourfindingsoncareerprioritiesdescribedbelow.Spoileralert:GuardiansandIntegratorsprioritizework–lifebalancemorethanDriversandPioneers.Thisleadsustowonder,what'stheimpactforindividualsandorganizationswhenthosewhomostvaluework–lifebalancefeelleastabletoattainit?

Feelsunsafetakingcareoftheirphysicalhealth

Feelsunsafecreatingwork/lifeboundaries

LocusofControlWhenwerealizedtheparallelsbetweenourfindingsaboutstressandaboutpsychologicalsafety,westartedwonderingaboutchickensandeggs.AreGuardiansandtheirintrovertedcompatriotsmorestressedbecausetheyfeelunsafe?Ordotheirfeelingsofdiscomfortspringfromtheirhigherstresslevels?Orissomethingelsegoingon?Andwhilewewereatit,wewonderedwhatmakesPioneers,andtheirextrovertedfriends,socomparativelycarefreeandsecure?

Welookedintoonepsychologicalconstructwithpotentialtoilluminateatleastpartofwhat'sgoingon—goodol'locusofcontrol.Rememberthatfromyourpsychology101class?Peoplewithaninternallocusofcontrolbelievewhathappensintheirlivesisprimarilyaresultoftheirownactions,whilethosewith

happensintheirlivesisprimarilyaresultoftheirownactions,whilethosewithanexternallocusofcontrolbelieveoutsidefactorsultimatelydeterminetheirfate.Forexample,someonewithamoreinternallocusofcontrolwouldtendtobelievethatthey'llbepromotediftheyworkhard.Ontheotherhand,someonewithamoreexternallocusofcontrolmightfeeltheirownworkethicwon'tbeenoughifthebosslikestheothercandidate'sstylemore,orifsomeoneelseisintherightplaceattherighttime.Realityprobablyfallssomewhereinbetween.

Priorresearchhasshownrelationshipsbetweenamoreexternallocusofcontrolandbothhigherstresslevelsandlowerpsychologicalsafety.6WewonderedabouttherelationshipoflocusofcontrolwithBusinessChemistry,soweasked9,000ofthesameprofessionalsfromthepsychologicalsafetystudywhethertheyfeelincontroloftheirdestinywhenitcomestowork.Allthetypeshadamoreinternalthanexternallocusofcontrol,butwestillfounddifferences,andagainastrongintroversion/extroversioneffect.TheextrovertedPioneers,Commanders,andTeamersallshowedastronginternallocusofcontrol,whiletheIntroverts—Guardians,Dreamers,andScientists—allscoredcomparablylower.

Internallocusofcontrol:

“Iamincontrolofmydestinywhenitcomestowork.”

Iftheirnaturalstyleislessvalued,isitpossiblethatIntrovertshavehadmoreexperiencesthattellthemtheydon'tcontroltheirlevelofsuccess,atleastnotaslongasthey'rebeingthemselves?Instead,societalormanagerialpreferencesforExtrovertsmaybeseenashavingastrongimpactonwhetherintrovertedtypessucceed.

Otherresearchsuggeststheremightbesomethingtothis.Studieshavefound

thatgroupsfacingsocietalorinstitutionalbiasesorincidentsofprejudice,suchasAfricanAmericansandLGBTQindividuals,haveahigherexternallocusofcontrol.78

Andnottogiveanythingaway,buttheextenttowhichthetypesfeeltheycancontroltheirdestinyisparticularlyinterestinginlightofwhatwe'reabouttotellyouinrelationtocareeraspirationsandleadership.Solet'sgetrighttothat.

CareerAspirationsDidyouknowthatnoteveryoneaspirestobealeader?Noreally,it'strue!Sometimesyou'dneverknowitfromthewayleadershipistalkedaboutinorganizationsandinthemedia.Becomingaleaderisoftenrepresentedastheholy-grailwe'reallsearchingfor…thebrassringwe'realltryingtograb.Theassumptionseemstobethatweallwanttolead,oratleastthoseofuswhohaveanyambitionortalentdo.Butourresearchsuggeststhat'snottrue.Weaskedalmost14,000professionalsacrossvariousorganizationallevelsabouttheircareeraspirations,requestingtheychoosetheirtopthreeaspirationsoutofalistoften.WefoundtherearelotsofwaysbeyondtraditionalleadershipthatpeopleofallBusinessChemistrytypeswanttocontributeintheirorganizations.Thatsaid,let'sgoaheadandgettheleadershipstuffoutofthewayfirst,thenwe'lltellyouabouttheotherrolespeopleaspireto.

ThemajorityofPioneersandDrivers(morethan65%)saidthatbeingaleaderisatopcareeraspiration.Incontrast,abouthalfofGuardiansandIntegratorsdid.Sothere'sasignificantBusinessChemistrydifferencehere,buttherearetwoimportantthingswewanttohighlight.Thefirstisthatmorethan30%ofDriversandPioneersdidnotsaytheyaspiretoleadership.That,pairedwiththeevenlargernumberofGuardiansandIntegratorswhodidn't,clearlydebunksthenotionthateveryonewantstobealeader.Butthesecondkeypointisequallyimportant.Whiletheirnumberswerelower,plentyofGuardiansandIntegratorswanttolead(andindeedplentyofthemdolead,asyou'llseeinthenextchapter).

Equallyinterestingistheroleintroversionandextroversionplayhere.WhenitcomestotheDriversubtypes,weseeasizeabledifference,withthemoreextrovertedCommandersbeingthemostlikelyofalltypestohaveleadershipaspirations,significantlymorethanevenPioneers.ButthemoreintrovertedScientistsweren'tquiteaskeenontheidea.TherearealsodifferencesbetweentheIntegratorsubtypes,withthemoreintrovertedDreamersbeingtheleastlikelyofalltosettheirsightsonleadership,evenlessthanGuardians,andthe

likelyofalltosettheirsightsonleadership,evenlessthanGuardians,andthemoreextrovertedTeamerslookingabitmorelikeScientistsinthisregard.

“Whenitcomestomycareer,Imostaspiretobealeader.”

Sothethreemoreintrovertedtypeswerelesslikelytoaspiretoleadershiproles(onaveragehalfdid)thanthethreemoreextrovertedtypes(onaveragealmost70%did).Thisisparticularlyinterestinginlightoftheotherfindingswejustshared—thattheintrovertedtypesaremorestressed,feellesspsychologicallysafe,andhavelessofaninternallocusofcontrol.Huh.

Wecan'thelpbutwonderiftherearen'tsomeparallelsbetweenwhatwe'reseeinghereandtheso-calledambitiongapthatSherylSandbergaddressesinherbookLeanIn:Women,Work,andtheWilltoLead.9Sandbergcompilesresearchsuggestingthatwomenarelesslikelytoaspiretoleadership,atleastinpart,becauseofthebiasandsexismthatstillexistsinmanyoftoday'sworkplacesandinsocietyasawhole.We'lladdressgenderasitrelatestoBusinessChemistryinthenextchapter,butatthispointwe'llsimplysuggestthatIntroverts'lowerlikelihoodofaspiringtoleadmaybeareflectionofsimilarongoingexperiencesofbiasagainstIntroverts.

Atthesametime,it'salsopossiblethatmanyIntrovertsdon'trelishthethoughtofaleadershiproleforotherreasonsthatwe'llexploreshortly.We'renotsuggestingeveryoneshouldwanttolead,simplythatthepatternsinourfindings

suggestapowerfulopportunityforfutureinquiryinthisarea.

Butjustwhenyoumightbestartingtothinkallofourstudieshaveessentiallythesamefindings,we'llnotethatleadershipistheonlyaspirationwherewesawthetypesdividedneatlyalongthelinesofintroversionandextroversion.Whenitcomestotheotheraspirationsweaskedabout,wesawdifferentpatterns.Inotherwords,ifyou'vegottenalittlelazyandarenolongerpayingcloseattention,timetoperkbackup!

Soifleadershipisn'ttheonlygameintown,whatelsearepeopleaspiringto?Foronething,theywanttobetopperformers.AroundhalfofGuardiansandDriversindicatedthis,whereasfewerPioneersandIntegratorsdid.

“Whenitcomestomycareer,Imostaspiretobeatopperformer.”

Asthey'rethemostcompetitiveandfocusedtype,we'renotsurprisedtoseeDriversintheleadhere.AndwethinktherelativelyhighGuardiannumbersuggeststheirmoremodestemphasisonleadingislessaboutanylackofambitionorwillingnesstoworkhard,andmoreaboutpossiblypreferringarolethat'smorebehindthescenes.NottosuggestthatIntegratorsandPioneersdon'tworkhard—buttheymaybealittlelessconcernedabouthowtheirperformancecomparestoothers.IntegratorstendtohavemoreofanintrinsicversuscompetitivemotivationandPioneers,well,theyliketocoloroutsidethelines.

Weseeasimilaroverallpatternwhenitcomestoaspirationstobeexperts,butwithsomeinterestingsubtypedifferences—overallaround35%ofGuardiansandDriverssawtheappealofsucharole,morethanPioneersorIntegrators,whoareclosertothe20%range.BetweentheDriversubtypesitwasScientists,inparticular,whosegoalslieheremorethanCommanders.ThismakesalotofsensesinceScientistsarethemostintenselycuriousofthetypes—theyliketo

sensesinceScientistsarethemostintenselycuriousofthetypes—theyliketodivedeeponatopicthatintereststhem.

“Whenitcomestomycareer,Imostaspiretobeanexpert.”

“Whenitcomestomycareer,Imostaspiretobeaninnovator.”

Scientistswerealsolikelytoaspiretobeinnovators(aswerePioneers),againshowingasizeabledifferencefromCommanders,andalsofromGuardiansandbothtypesofIntegrators.Sincethey'rethemostexperimentalofthetypes,wemightexpectthisinnovationtotaketheformofexploringvariousoptions,prototyping,andfailingfast.(Hopefullywithsomesuccessesmixedin!)

SowhileScientistsarelesslikelythantheirCommandercolleaguestowanttoleadinthetraditionalsense,theyhavehigheraspirationsthanCommanderswhenitcomestotheseotherwaysofleadingintheirfields,asexpertsandinnovators.

Manypeoplealsoaspiretorolesthataremorecollaborativeinnature—agreater

Manypeoplealsoaspiretorolesthataremorecollaborativeinnature—agreaterpercentageofGuardiansandIntegratorsthanPioneersandDriverssaidtheyaspiretobeteamplayers.Andweseeasimilardivisioninrelationtoaspirationstomentor,withmoreGuardiansandIntegratorssettingtheirsightshere.

“Whenitcomestomycareer,Imostaspiretobeateamplayer.”

“Whenitcomestomycareer,Imostaspiretobeamentor.”

Sothis,then,iswheresomeoftheGuardiansandIntegratorswhodon'taspiretoleadinatraditionalmannerareputtingtheirfocus—oncontributingtotheirteamsandenablingothersinadifferentway.Sometimesitseemsbecomingaleaderiselevatedaboveallothergoals,butshouldn'ttheseotherkindsofcontributionsbeequallyrecognizedforthevaluetheybring?

Wethinkso.Afterall,whatwouldourteamsbelikeifnoonewantedtobeateamplayer?Ifwewereallcompetingtobeoutfrontandincontrol?Ifnoonewasinterestedinpitchingintodowhateverittakes,withoutthepromiseof

wasinterestedinpitchingintodowhateverittakes,withoutthepromiseofglory,oroftenevenathankyou,sothatthewholeteamcansucceedtogether?Furthermore,whatwouldourorganizationsbelikewithoutmentors?Withoutthosewhomeasuretheirownsuccess,atleastinpart,bythesuccessofthosewhothey'vereachedahandbacktohelp?

CareerPrioritiesIfaspirationsareaboutthefuture,prioritiesaremoreaboutthehereandnow,aboutlivinginthepresent.Weaskedthesamegroupofprofessionalswhotoldusabouttheircareeraspirationstochoosetheirtopthreecareerprioritiesfromalistoften.Againwefoundplentyofinterest.

Onekeydifferenceisrelatedtoenjoyment.Allthetypesplacedaprettystrongemphasisondoingworktheyenjoy.Afterall,mostofusspendanawfullotoftimeandenergyatwork,anditseemslikeaprettygrimexistencenottoenjoyitatall.Butcomparedtotheothertypes,Integratorsplacedthehighestpriorityonenjoyingboththeworktheydoandthepeopletheyworkwith,whileDriverssawthesethingsaslessimportant.PerhapsthisfindinghelpsexplainIntegrators'strongeremphasisonthemorecollaborativeaspirationsofbeingteamplayersandmentors—prioritizingwhotheyworkwithandwhattheydomorethanwhatrungontheladderthey'vereached.Dreamers,inparticular,emphasizedenjoyingtheirwork,whiletheIntegratorsubtypesweremoresimilartooneanotherinregardtotheimportanceofenjoyingtheircolleagues.

“Whenitcomestomycareer,atoppriorityisdoingworkIenjoy.”

“Whenitcomestomycareer,atoppriorityisworkingwithpeopleIenjoy.”

Whenitcomestomakingadifferenceintheworld,Pioneersprioritizeditthemost,followedbyIntegrators.Whilewecan'tsayforsure,wesuspectthatmakingadifferencemaymeansomethingdifferenttothesetwotypes.ForPioneers,whoaspiretoleadandtoinnovate,it'slikelytomeanmakingadentintheuniverse—havinganimpactonhowthingsaredonethatwillbeimportantandremembered,mayberesultinginacometorasteroidnamedafterthem.(Did

youknowthereareasteroidsnamedafterJamesBondandSanta?)ForIntegrators,whoalsohavehigheraspirationstobeteamplayersandmentors,wespeculateitmaymeanmakingapositivedifferenceinotherpeople'slives,whetheronanindividualorcollectivelevel,evenwithouttheasteroid.“Whenitcomestomycareer,atoppriorityismakingadifferenceintheworld.”

Nowlet'scomebacktowork–lifebalance.We'vealreadysharedthatGuardiansandIntegratorsfeellessabletosetwork–lifeboundariesthanPioneersandDrivers.Wellitturnsout,perhapsunfortunately,thatwhenitcomestoprioritizingwork–lifebalancethepatternisthesame—itwasmoreimportanttoGuardiansandIntegrators.Mightthisbebecausethey'remorelikelytofeelstressedmoreofthetime?Regardless,itseemsanunfortunatestateofaffairsthatthosewhomostvaluework–lifebalancefeelleastabletoattainit.Andagain,wewonder,mightthisrelatetothosecareeraspirations?Leadershipandwork–lifebalancecanbeatoughmix,andthismaybeonereasonthatGuardiansandIntegratorsplacelessemphasisontraditionalleadershipgoals.

“Whenitcomestomycareer,atoppriorityismaintainingwork-lifebalance.”

AdvancementwasapriorityforDriversmorethantheothertypes,andparticularlyforCommanders.ThisdifferencebetweenthetwoDriversubtypesmayreflecttheCommander'smoreextrovertednature,withadvancementrepresentingaformofexternalacknowledgmentforone'scontributions,aswellasupwardmovementtowardtheleadershiprolesCommandersdesire.ThecomparativelylowerscoresofScientistsmightreflectthefactthatadvancementoftenchangesthenatureofone'swork,pullingthemawayfromthemorespecialistkindsofroles(e.g.,expert),whichScientistsaremorelikelytovalue.

“Whenitcomestomycareer,atoppriorityisadvancement.”

Perhapsasinterestingasthedifferencesbetweentypesiswherewedon'tseethem.Allthetypesputahighpriorityonafeelingofaccomplishment—itwasatoppriorityforaround60%ofeachtype,withTeamers,Commanders,andGuardiansemphasizingitslightlymorethanDreamers,Scientists,andPioneers.Andmaybethisisn'tsosurprising,becausereally,whowouldwanttospend40hoursaweek(or60)atajobwhereyouneveraccomplishanything?Butit'simportantbecauseitprovidesatellingclueforwheretofindcommonground

importantbecauseitprovidesatellingclueforwheretofindcommongroundacrosstypes.Ifyouwanttocreateanenvironmentthatmeetstheneedsofeveryoneatonce,astrongfocusonaccomplishmentmightbeagoodplacetostart.

ConditionsforThrivingSpeakingofgettingstuffdone,wewerealsocuriousaboutwhatthedifferentBusinessChemistrytypesneedinordertofeellikethey'reabletodotheirbestwork.Soweaskedthesamegroupofpeopletoselectthetopthree(outoften)conditionsunderwhichthey'remostlikelytothrive.Asusual,wefoundsignificantBusinessChemistrydifferences.

ChallengingtasksarewhatmadeDriverstick.Asthemostcompetitiveandgoal-orientedtype,Driverslikelyrelishknowingthey'vebestedaparticularlytoughassignment.Ifthemountainisn'thighortheriverwide,whybother?AndthisfitsrightinwithDrivers'desiretobehighperformers.

Ontheotherhand,asensethattheirworkmatterswasmostimportanttoIntegrators.ThisneedmayrelatetoIntegrators'distinctionasthetypewhofeelsthegreatestdutytosocietyandmostwantstohelpothers,aswellastheiraspirationstobeteamplayersandmentors.MaybeIntegratorsshouldadoptavariationoftheunofficialU.S.Navymotto“Nonsibisedpatriae”(“Notforself,butforcountry”),buttheIntegratorversionmightbe“Notforself,butothers.”

“Atwork,IthrivewhenIhavetasksthatarechallenging.”

“Atwork,IthrivewhenIhaveasensemyworkmatters.”

ThechancetolearnandtrynewthingswasmostembracedbyPioneers.Thisfindingfitsrightinwithwhatweknowaboutthetypes'orientationstowardnovelty(whichPioneerscrave)andthetriedandtrue(whichisembracedbybothGuardiansandTeamers,whohavelowerscoreshere).Knowingthis,wouldaPioneerlikelyenjoyarolewheretheymostlydothesamethingoverandover?Wethinknot.

“Atwork,IthrivewhenIhaveopportunitiestolearnandtrynewthings.”

ClearexpectationsweremoreimportantforGuardiansthanforothers(althoughitwasn'ttheirtoppriority).Asthetypethatmostprefersstructureandleasttoleratesambiguity,Guardianslikelyappreciateclearexpectationsbecausetheyprovideanexplicitguideforhowtheyshouldproceed.We'vealreadylearnedthatGuardiansaspiretobetopperformers,andclearexpectationshelpthemknowhowtogetthere.

“Atwork,IthrivewhenIhaveclearexpectations.”

IsthiseverythingthereistoknowaboutthedifferencesbetweenBusinessChemistrytypes?Certainlynot!Evenifwe'reexhaustedfromtryingtosharesomuchinonechapter,ourfindingsarenotexhaustive.Thereareendlesspossibilitiesforfutureresearchwhichcouldhelpusunderstandthetypesevenbetter.Butwehopewhatwe'vesharedherefillsoutthosepicturesofthetypesabitmore.Haveyoufiguredoutyourmom'stypeyet?

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8.Becker,BrianE.,andFrankJ.Krzystofiak.“TheInfluenceofLaborMarketDiscriminationonLocusofControl.”JournalofVocationalBehavior21,no.1(1982):60–70.doi:10.1016/0001-8791(82)90053-7.

9.Sandberg,Sheryl,andNellScovell.LeanIn:Women,Work,andtheWilltoLead.NewYork:AlfredA.Knopf,2013.

NatureorNurture?(andOtherTimelessQuestions)Phew,we'vecoveredalotsinceyoufirstcrackedopenthisbook,soperhapsweshouldtakeaquickbreatherandreviewwhatwe'velearnedbeforeweaddanythingelsetoit.

TherearefourprimaryBusinessChemistrytypes,aswellasfoursubtypes,andeachofthemhasdefininganddifferentiatingtraitsandpreferences,whichothertypesmightalternatelycriticizeandpraise.Youcangetasenseofsomeone'sBusinessChemistrytypebyconsideringthetraitsuniquetoeachtypeaswellasthosesharedbetweentypes.Whendoingsoit'simportanttoconsidercontextandtobeawarethatyou'resimplifying.

OneimportantdimensionalongwhichtheBusinessChemistrytypescanbedividedisintroversionandextroversion,andyetnotallIntrovertsarealike,norareallExtroverts.Therearekeydifferencesbetweenthetypesthathavetodowithresponsestostress,perceptionsofpsychologicalsafetyandlocusofcontrol,careeraspirationsandpriorities,andtheconditionsunderwhicheachtypethrives.Sometimesthesedifferencesshowastrongintroversion/extroversiondivide,andsometimestheydon't.

Wehopeyou'llagreethattogetherwe'velearnedalotofinterestingstuff.Butaswithmostinterestingstuff,answeringsomequestionsoftenleadstomorequestions.Andinthiscase,akeyquestionis,Why?WheredotheseBusinessChemistrytypesanddifferencescomefrom?AreIntegratorsandDriversbornormade?DoPioneersandGuardiansdevelopvianatureornurture?Howdodemographicfactorslikegenderfitin?Anddoesone'stypechangeovertime,withage,lifeexperience,andcareeradvancement?Thesearethekindsofquestionswe'llexploreinthischapter.

Butbeforewejumpinfeetfirstwithallofthis,we'dliketotakejustamomentandpause(afterall,oneofusisaGuardian)toacknowledgethatthesetopicshavebeenandwillbemuchdiscussedanddebatedinavarietyofforums,fromacademiccirclestosocialmediaones.Thereforewechoosethewordexploreonpurpose,becauseourintentisnottoadvocateforaspecificpointofviewon

thesetopics.RatherwehopetosharewithyousomeinterestingtrendsweseeintheBusinessChemistrydataandconsiderpossibletheoriesthathavebeenputforwardthatsupportthosepatterns.

Sowiththatcaveat,let'sstartwithgender.Becausewhatcouldpossiblybecontroversialaboutthat?

BusinessChemistryonMarsandVenusIfwewerepreparingforameetingwithanewimportantstakeholderandweregivenachoicebetweenknowingtheirBusinessChemistrytypeortheirgender,we'dchoosetheirBusinessChemistrytype,handsdown.AswearguedinChapter8,gainingsomecluesastosomeone'sworkingstyleislikelytobemorevaluableinaworksettingthanknowingsomeone'sgender.Andindeedwe'llshareinamomentsomedatathatbacksupthispoint.

Andyet,peopleareofteninterestedinknowingwhetherthere'sarelationshipbetweenBusinessChemistryandgender,andwe'rehappytooblige.Inoursamples,onaveragewomenaremorelikelytobeIntegratorsthanDrivers,andmenaremorelikelytobeDriversthanIntegrators.Butwegenerallydon'tseesignificantgenderdifferencesinthelikelihoodofbeingaPioneerorGuardian.

BusinessChemistryandgender

PercentofgrouprepresentedbyeachBusinessChemistrytype

We'llexplorethesedifferencesinabitmoredepth,butbeforewegettothat,wewanttopointoutrightawaythatthereareasubstantialnumberofmenwhoareIntegratorsandwomenwhoareDrivers.It'simportanttounderstandthatthetypesarebynomeansproxiesforgendereventhoughweseesomecorrelationbetweengenderandtheIntegrator—Driverdimension.Viewingthetypesthatwaywouldbeasmeaninglessasusingheightasaproxyforgender:Onaveragemenaretallerthanwomen,butthatdoesn'tmeanthatatallpersonisnecessarilyaman,orashortoneawoman.

Youmaybewonderingatthispointwhyweseegenderdifferencesfortwoofthetypesbutnottheothertwo.Well,tostart,manyofthetraitsassociatedwiththeIntegratorandDrivertypesarereflectedinstereotypicalgenderroles.WhereasthetraitsmorecloselyassociatedwiththePioneerandGuardiantypesarenotusuallyseenasgenderedinquitethesameway.Inoursampleswedoseestatisticallysignificantdifferencesintheextenttowhichwomenandmenindicatethatsomeofthesestereotypicallygenderedtraitsdescribethemselves;womenonaverageseethemselvesasmoreempathic,relationshipfocused,andnonconfrontationalthanmendo,andmenseethemselvesasmorequantitative,logical,andcompetitivethanwomendo.

Howmenandwomendiffer

Sizeofdifferencebetweenwomenandmen

Beforeyoudecidetowriteusanastynote,understandthatofcoursewe'renotsayingmenaren'trelationshipfocusedorwomenaren'tlogical.Notatall!We'renotsayinganythingaboutwhatmenandwomenareoraresupposedtobe.Whatwearesayingisthatthesearesomeofthetraitsthathavehistoricallybeenseenas,onaverage,moredescriptiveofonegenderortheother,andthattheprofessionalsinoursampleappeartoseethemselves,onaverage,inwaysthatareatleastsomewhatconsistentwiththosestereotypes.

Nowbacktoouroriginalquestion:Doesthismeanone'sBusinessChemistrytypeismorelikelytodevelopasaresultofnatureornurture?Well,atthispointwecan'tbesure—botharepossible—butwe'llgooutonaprettystronglimbandsuggestit'sprobablyabitofeach.

OnebiologicaltheorythatwasformativeintheearlystagesofdevelopingtheBusinessChemistrysystemisthatpeopleexpressvaryinglevelsofactivityinanumberofkeyneurochemicalsystems,andthateachofthesesystemsisassociatedwithparticulartraitsthatcharacterizetheBusinessChemistrytypes.Forexample,estrogenandoxytocincorrelatewiththeIntegratortraits,andtestosteronewiththeDrivertraits.12Eachofushasallofthesesystemsandthecorrespondingneurochemicals;somearejustmoreactivethanothers,dependingontheperson.Likewise,weallhavecharacteristicsofeachoftheBusinessChemistrytypes,butsomearemoredominantthanothers.Thiscouldcontributetothegenderdifferencesweseeintraitprevalence.Indeed,researchhasfoundhigherlevelsofestrogenandoxytocin,tobeassociatedwithrelationship-buildingtendencies34,andhigherlevelsoftestosterone,tobeassociatedwithtraitslikecompetitiveness.5

Butenvironmentaltheoriescanalsoexplainthesepatterns,generallysuggestingthattheexperienceswehavethroughoutourlivesshapewhowebecomeandhowwe'relikelytoseeourselves,think,andbehave.Forexample,theoriesofsocializationsuggestthatwelearnhowweshouldbehavebasedonwhatourparents,peers,andsocietyexpectofusandrewardusfor.67Inthecaseofgendersocialization,girlsoftenlearnthatthey'reexpectedtopayattentiontopeople'sfeelings,whereasboysoftenlearnthattheirfocusshouldbeonwinning.Bothgendersarerewardedforfulfillingtheseexpectations.Inthisway,moregirlswouldgrowuptoseethemselvesreflectedinthestereotypicallyfemaleIntegratortraits,includingempathy,andboysinthestereotypicallymaleDrivertraits,includingcompetitiveness.

Thesetheoriesdon'tconflictwithoneanother—theycansimultaneouslybetrue

Thesetheoriesdon'tconflictwithoneanother—theycansimultaneouslybetrueandeachcanrepresentpartoftheexplanation.Andlet'snotforgetthattheparticularsituationwe'reinatanygivenmomentcanalsoimpacthowwethinkandbehave.So,atthispointwe'dsuggestthatIntegratorsandDrivers,likePioneersandGuardians,likelydevelopfromacombinationofbiologyandenvironment,whichisinfluentialbothinthelongandshortterms.

Wethinkit'salsonoteworthythatwe'vefoundotherkindsofgenderdifferencesinmanyofourstudies,buttheBusinessChemistrydifferencesalmostalwaysoutweighthedifferencesbetweengenders.Forexample,asotherresearchhassuggested,we'vefoundthatmorementhanwomenaspiretobeleaders.8However,we'vealsofoundthatthisdifferenceissmallerthanthedifferencebetweenDriversandPioneers,whohavehigherleadershipaspirations,andGuardiansandIntegrators,whohavelowerones.Inotherwords,womenwhoareDriversorPioneershavehigherleadershipaspirationsthanmenwhoareGuardiansorIntegrators.Likewise,we'vefoundmorewomenthanmenthrivewhentheyhaveopportunitiestolearnandtrynewthings,butthisgenderdifferenceismuchsmallerthanthedifferencebetweenPioneersandGuardians.

“Whenitcomestomycareer,Imostaspiretobealeader.”

“IthrivewhenIhaveopportunitiestolearnandtrynewthings.”

ThesepatternssuggestthatalthoughweseeanoverlapbetweenBusinessChemistrytypesandgender,thereareBusinessChemistrydifferencesinrelationtothesevariablesthatareindependentofgender.Statisticalanalyses(i.e.,binarylogisticalregressions)confirmthisisthecase.Inotherwords,it'snotbecausemoreIntegratorsarewomenthatIntegratorsarelesslikelythanDriverstoaspiretolead,forexample.(WediscussedinthepreviouschaptersomeoftheotherreasonsthatIntegratorsmaynotaspiretolead.)Furthermore,thesepatternssuggest,aswehaveproposed,thatwhenitcomestoanticipatingsomeone'spreferencesandbehaviors,it'sprobablymoreusefultoknowtheirBusinessChemistrytypethantoknowtheirgender.

Talkin''BoutMyGeneration'sBusinessChemistryQuick,beforeyoulookatthefollowinggraph,answerthisquestion:WhichBusinessChemistrytypedoyouthinkMillennialsaremostlikelytobe?Whenitcomestogeneration,surprise,surprise,wealsoseeBusinessChemistrydifferences.Evenifthat'snotashock,somepeoplearealittlesurprisedbythepatternsweseeinoursamples.ThisisespeciallytruewhentheylearnthatMillennialsaretheleastlikelyofthegenerationstobePioneersandthemostlikelytobeGuardians.BabyBoomers,ontheotherhand,aremostlikelytobePioneersorIntegrators,whileGenX-ersfallprettyneatlyinthemiddle.

BusinessChemistryandgeneration

PercentofgrouprepresentedbyeachBusinessChemistrytype

Again,ourfindingsleadtomorequestions.Whyareweseeingthesepatterns?Oneexplanationisapurelygenerationalone—thatthere'ssomethingabouttheMillennialgenerationandthetimeduringwhichthey'vecomeofagethatmakesthemmorereserved,moremethodical,andlessriskseeking.Perhaps9/11,thesubsequentfinancialcrisis,therecession,andthecollapsingjobmarket,alongwithaslewofcorporatecorruptionscandalshavesomethingtodowithit?

BabyBoomersmaturedinadifferenttime,andmayhaveadoptedamorenovelty-seekingandrelationship-focusedorientation.ThomasFriedman,inhislatestbookThankYouforBeingLate,describesgrowingupinanerathatlefthimandotherswith“anoptimismbiasandwithanexpectationthatthiskindofbroadlysharedprosperityshouldandwouldcontinue.Itwasavirtualcycleofascension.Youfeltthewindatyourback—notinyourface.”9ItwouldbenosurpriseifsuchdifferentexperiencesduringafoundationallifestageledtodifferingworldviewsandworkingstylesbetweenBabyBoomersandMillennials.

It'salsopossiblethatthesepatternsaremorereflectiveoflife-stageandcareer-stagedifferences.Ontheonehand,Millennialsareinearlierstagesoftheirlives

stagedifferences.Ontheonehand,Millennialsareinearlierstagesoftheirlivesandcareers,sotheymaybemorecautiousinpartbecausetheirrolesrequiresuchanapproach.BabyBoomers,ontheotherhand,aremorelikelytobeexperiencedandestablishedintheircareers.Theyhavemanydecadesofexperiencelearningtheimportanceofrelatingtoothers,andaremorelikelyinpositionsthatallow,andreward,risk-taking.

AswithourpossibleexplanationsforthegenderdifferencesinBusinessChemistrytypes,bothoftheseexplanationsmaybecontributingtothegenerationaldifferenceswesee.Akeyquestionraisedbyourfindingsiswhether,overtime,we'llseeMillennialsdeveloptolookmorelikeBabyBoomers,oralternatively,ifwe'llseeorganizationschangeasthemoreGuardian-likeMillennialsmoveuptheranks.Wecan'twaittofindout.

ChemistryintheCornerOfficeSpeakingofmovinguptheranks,oneofthemostcommonquestionswe'reaskedconcernshowBusinessChemistryrelatestoleadership.ThemostobviouspatternweseeinoursamplesisthatleadersaresignificantlymorelikelytobePioneersandlesslikelytobeGuardiansthanarestafformanagers.

It'stellingthatthepatternofresultshereissimilarto,butnotthesameas,thepatternofresultsforgeneration.Thissuggeststhatthedifferencesbetweengenerationsarenottotallyexplainedbycareerstageororganizationallevel,althoughitdoesn'truleoutsomeinfluenceofthesefactors.Mostsignificantly,whileweseemoreIntegratorsamongBabyBoomersthantheyoungergenerations,wedon'tseethesamepatternwhenleadersarecomparedtothoseatlowerorganizationallevels.Andofcourse,notallBabyBoomersareleadersandnotallleadersareBabyBoomers.(Infact,evenmoreofthemareGenXersinoursamples.)

BusinessChemistryandorganizationallevel

PercentofgrouprepresentedbyeachBusinessChemistrytype

Similartogeneration,thebigquestionthatariseshereiswhetherPioneersaremorelikelytobecomeleaders,orwhetherpeoplechangetobecomemorePioneer-likeastheymoveupintotheleadershipranks.Beforewediscussthatfurther(andwewill),it'shelpfultolookatanotheranalysiswe'vedone,hominginonalargersampleofindividualsatthehighestlevelsofleadership.

Whiletheleadersinthesamplewejustlookedatincludeddirectors,SVPs,EVPs,andC-suiteexecutives,wewerecuriousabouttheC-suitespecifically,anddecidedtodivedeeperintoanexplorationofthisgroup.Afterall,thesedaysthepublicinterestinsomemembersofthec-suitehaselevatedthemtosomewhereintherealmofrock-starstatus.OurCxOsampleincludesmorethan850executiveswithC-suitetitles,includingchiefinformationofficers(CIOs),chieffinancialofficers(CFOs),chiefexecutiveofficers(CEOs),chiefhumanresourcesofficers(CHROs)andchiefmarketingofficers(CMOs),amongmanyotherC-suiteroles.

First,andmaybemostimportant,isthatliketheotherorganizationallevelswe'veconsidered,everyBusinessChemistrytypeisrepresentedintheC-suite—nooneisshutout.Yet,overall,likeourbroadersampleofleaders,agreater

nooneisshutout.Yet,overall,likeourbroadersampleofleaders,agreaterproportionoftheseCxOsarePioneersthanDrivers,Guardians,orIntegrators.

BusinessChemistryamongCxOs

PercentofgrouprepresentedbyeachBusinessChemistrytype

WhiletheC-suiteismoreheavilyPioneerthananyothersingletype,themajorityofCxOsarenotPioneers.

ButthismeansthemajorityofCxOs,64%,arenotPioneers.Wereallywanttoemphasizethisbecauseweknowpeoplesometimesrushtotheconclusionthatyoucan'tmakeittothetopifyou'renotaPioneer,orthatPioneersarebetterleadersthaneveryoneelse.We'renotsayingthatatall.Infact,wedidn'tevenmeasurethequalityofleadershiporthesuccessofleaders;weconsideredonlywhetherornotsomeoneisatop-levelleader.

TheproportionofBusinessChemistrytypesamongCxOsdiffers

byfunction,organizationsize,andgender.

OurresultsalsosuggesttheprevalenceoftheBusinessChemistrytypesinC-suiterolesisinfluencedbyfactorssuchasfunction,organizationsize,andgender.Forexample,inourstudyPioneersweremoreprevalentintheC-suiteoverall,butDriversandGuardianswerethetwotoptypesintheCFOrole,whiletheCIOrolecomprisedrelativelysimilarproportionsofDriversandPioneers.AndtheCHROrolehadbyfarthemostIntegratorsoftherolesweanalyzed,althoughPioneerswerestillmorecommoninthatrole.We'llnoteherethatoursamplesizesaresmallerforsomefunctions,particularlyCHROsandCMOs,whichmeansmarginsoferrorarehigher(seetheappendixformoredetails).Butthedifferencesarelargeenoughthatwehaveconfidenceintheoverallpatterns,whicharesomewhatpredictable.CFOsoftenneedabitmoreofadetailed,quantitativeapproach(inadditiontoanoverallstrategicview),whichGuardiansandDriverstendtohave.TheCIOrolemaybeabitmoretechnicalthansomeotherCxOroles,andDriversarethemosttechnicaltype.AndtheCHROroleisfocusedonpeople,whichisprobablywhyweseemoreIntegratorstherethaninanyotherC-suiterole.

Weloveitwhenourresultsturnoutaswe'dexpect!(SaidSuzanne)Butsurprisescanbefuntoo.(SaidKim)

Wefurtherfoundthatinthelargestorganizationsinoursample,thosewithmorethan100,000employees,theproportionofC-suiteexecutiveswhoareDrivers(35%)outpacestheproportionofPioneers(29%),althoughPioneersaremorecommonintheotherorganizationsizesweanalyzed.Perhapsleadinginthelargestorganizationsrequiresasomewhatdifferentapproachthanleadinginanorganizationofmoremodestsize.Themorelogical,focused,andcompetitivetendenciesoftheDriverarepossiblymorevaluedintheseorganizationsthantheadaptable,imaginative,andrisk-seekingtendenciesofthePioneer.

WhileoursampleofCxOsincludesmoremen(69%)thanwomen(31%)westillhaveaprettygoodrepresentationofbothgroupsandweseegenderdifferencestoo,aswedowithourgeneralbusinesspopulation.BothwomenandmeninourCxOsamplearemostlikelytobePioneers,butahigherproportionoffemaleexecutivesareIntegrators(26%)thanDrivers(21%).Bycontrast,ahigherproportionofmaleexecutivesareDrivers(34%)thanIntegrators(13%).Soevenatthehighestlevelsofleadershipweseeatendencyfordifferentstyles,onaverage,betweenwomenandmen.Thispatternsraisesthequestionofwhetherwe'llseeCxOsasagroupchangeovertime,assumingwomencontinuetomakeheadwayintotheseranksastheyhaveoverthepastdecades.

headwayintotheseranksastheyhaveoverthepastdecades.

Wealsofoundaneffectforintroversionandextroversionhere.InadditiontoPioneersbeingmorecommonthanGuardians,theDriversinourCxOsamplearemorelikelytobeCommanders(about60%)thanScientists(about40%)andIntegratorsshowasimilarsplit,withmoreTeamers(about60%)thanDreamers(about40%).Inall,justone-thirdoftheexecutivesinoursampleareIntroverts.Thisnumberisquitelowincomparisontotheotherorganizationallevelswe'veanalyzed—halfofthemanagersandmorethanhalfofthestaffinoursampleareIntroverts.Thispatterndidn'tsurpriseus,givenallthatwe'vealreadydiscussedaboutsomeofthekeydifferencesbetweenIntrovertsandExtroverts,includingExtroverts'higheraspirationstolead.

WhilewewereexploringBusinessChemistrytypesamongCxOswewentaheadanddugalittledeeper,lookingforindividualtraitsthatcharacterizethemdifferentlythanthetypicalprofessional.Wefoundthatinlotsofwaysthey'reactuallynotsodifferent.OurresearchsuggeststhoseinC-suiterolesarenotmore(orless)disciplined,punctual,orpractical.Theydon'tplaceadifferentlevelofpriorityonrelationshipsorbuildinganetwork,orfeeladifferentlevelofdutytosociety.They'renotmoreorlessimaginative,interestedinexploringnewthings,orfondofexperimentingwithnovelideas.Andtheydon'thavedifferingcomfortlevelswithexpressingemotions,nordotheyplacedifferentlevelsofvalueoncomposure.

HowCxOsdifferfromthetypicalprofessional(andhowtheydon't)

SizeofdifferencebetweenCxOsandprofessionals

ButthentherearewaysinwhichCxOsaredifferent.Ourfindingssuggestthey'remorelikelytobeenergetic,big-picturethinkerswhoarecomfortablewithambiguity,andatthesametime,theytendtotakemorequantitativeapproachestothings.They'realsomorecompetitiveandwillingtoaddressconflict,andtheytendtomakedecisionsmorequickly,withoutworryingaboutthepopularityofthosedecisions.ThereseemstobeasortoftoughnessabouttheseCxOs,andtheyhaveatendencytonotsweatthesmallstuff.

What'sBehindTheseFindings?Asalways,wewonderedwhywewereseeingtheseresults.

Asalways,wewonderedwhywewereseeingtheseresults.

Self-SelectionFactors

Well,we'vealreadydiscussedsomeoftheself-selectionfactorsthatarelikelyatplay.We'vesharedthatGuardiansandIntegratorsgenerallyhavealessrobustinternallocusofcontrolandarelesslikelytoaspiretoleadership.Andiftheydon'tsettheirsightsthere,it'snotsurprisingthatthey'relesslikelytoendupthere.TherearealsovariousaspectsofGuardians'andIntegrators'stylesthatmaymaketheC-suitelessappealingtothem.Guardians'naturalreserve,discomfortwithambiguity,andlessadaptablenaturescanmakecertainleadershiprolesanuncomfortablestretch.Integrators'emphasisonconsensusanddiplomacy,aswellastheirdistasteforconfrontationandmakingunpopulardecisions,maymaketheC-suiteanunappealingplacetobe.Likewisetheimportancebothofthesetypesplaceonwork–lifebalancemaybeinfluencingthetypesofrolestheypursue(ordon't).

AddinthatGuardiansandIntegratorsarelesslikelytofeelpsychologicallysafe,andmorelikelytoexperiencestressandtofeellesseffectiveunderstress.TheC-suitecanbeastressfulplacetobe,andthesetypesmayfeeltheycanmakeacontributioninotherwaysthatarelesshardonthem.(Rememberfromthepreviouschapterthattheyoftenaspiretobeteamplayers,mentors,topperformersandexperts?)

ExternalSelectionFactors

Butwedon'treallythinkthatthisisallaboutpersonalchoice.TherearealsoanumberofexternalselectionfactorsthatmayleadtoPioneersbeingmostcommonintheC-suite,withDriversclosebehind.Thesefactorsincludevariouselementsoftoday'sbusinessenvironment,theExtrovertidealwe'vealreadymentioned,thetendencyforliketypestoattract,andthenatureoftheworkGuardiansandIntegratorsareoftendrawnto.

Today'sbusinessenvironment.Leadingintoday'sfast-pacedbusinessenvironmentoftenmeansmovingatabriskpace,beingwillingtoembraceasignificantlevelofrisk,andmakingdecisionsquickly.Ontheonehand,bothPioneersandDriversareparticularlywell-suitedtoworkinginthisway,andit'slikelythatthisispartofthereasonweseebothofthesetypesstronglyrepresentedintheC-suite.Ontheotherhand,GuardiansandIntegratorsaretypicallylesscomfortablewithafasterpaceorhigherlevelsofrisk.

Inadditiontothingsmovingfast,andinpartbecauseofthepace,today'senvironmentisalsoquiteuncertain.Predictingwhatwillhappeneveninthe

environmentisalsoquiteuncertain.Predictingwhatwillhappenevenintheshorttermcanbechallenging.Thisrequiresfromleadersacertainlevelofadaptability,agility,andafacilityformovingforward,despitehavingincompleteinformation.Again,thePioneer'sstyleisagoodfitfortheseconditions,buttheDriver's,alittlelessso.ComparedtoPioneers,Driverstendtobelesscomfortableusingintuitionandhaveastrongerneedtoverifyinformationandtoknowtherightanswer.Theyalsoseethingsinmoreblack-and-whitetermsthanPioneersdo.GuardiansaresimilartoDriversintheseways,andwhileIntegratorslookalittlemorelikePioneersinregardtothesetraits,they'renotquiteasstrongasPioneersonanyofthem.

Team-basedworkseemstobethewayoftheworldthesedays,whichmeansleadersmustbestronginleadingbothindividualsandteams.Pioneersarethemostlikelytypetosaytheyprefertoworkinateamratherthanalone,thattheyvalueworkingwithotherswhohavediversestrengths,andthattheytakechargewheninagroup.They'realsotheleastlikelytypetosaythey'requietaroundpeopletheydon'tknow.Ofcoursetheothertypesworkwithteamstoo,butGuardianstendtobemorereservedandlessoutfront.Integratorsprioritizeconnectionsbut,likeGuardians,arelesslikelytotakechargeofthegroup.Driverstendtowardtakingcharge,butofteninalesscollaborativewaythanPioneers,sometimesseriouslyrufflingfeatherswithadirectivestylethatcanbeseenasresultsatallcosts.

TheExtrovertideal.We'vealreadyreferencedSusanCain'sworkonIntrovertsandhowitidentifiesashiftovertime,fromanAmericancultureofcharactertoacultureofpersonality—fromvaluingdiscipline,honor,andseriousnesstovaluingthosewhoare“boldandentertaining.”10OftheBusinessChemistrytypes,Pioneersareperhapsthosebestdescribedasboldandentertaining.Theyarealsotheonlytypethatoverwhelminglytendstowardextroversion.Guardiansareusuallymoreintroverted,andDriversandIntegratorssplitthedifference,havingbothmoreintrovertedandmoreextrovertedsubtypes.Asaresultofthisextrovertideal,thePioneer'sstyleislikelytobevaluedandrewarded.AsoneGuardianinourownresearchsaid:

“Pioneersaremostvaluedbecausethebig,shinyideasandtheoutgoingpersonalitiestendtogetthemostattentionandareseenasdesirableintoday's‘innovator-driven’society”

Likepromoteslike.ClassicalpsychologyresearchbyDonnByrne,Theodore

Newcombe,andotherssuggestswe'reattractedtopeoplewhoaresimilartous.1112Andthistendencyisn'tlimitedtointerpersonalrelationships;there'sevidencethatmanagersaremostlikelytohireandpromotethosewhoaresimilartothem.13SomorePioneerleaderslikelymeansmorePioneerpromotionsintoleadership.OurownresearchreflectstheattractionbetweenPioneers.HerearesomeofthethingsPioneershavesaidabouttheirloveofworkingwithotherPioneers:

“Theykeepmeengagedandhavealotofideastostimulatemyownbrainstormingandproblemsolving.”

“It'seasytoworkwithsimilartypes—there'senergyandbuildingonideas.”

“They'reabletofollowmythoughtprocess—wehaveenergizingconversationsabouttheartofthepossiblewithoutworryingaboutreality.”

“Wejustexploreandsayyestoeachother.”

“Creativityhasnolimitations.Everyideaisexploredanddiscussed.Wetrynewthingsanddon'tworryasmuchabout‘Whatwilltheythink?’”

Unrecognizedvalue.SomeofthemostuniquestrengthsofGuardiansandIntegratorsoftenplayoutbehindthescenesoraredifficulttoquantify,whichmaymakethevaluetheybringlessobvious.Andiftheirvalueisn'timmediatelyapparent,theymaybelesslikelytobepromoted.

Againourownresearchreflectsthis.HerearejustsomeofthewaysinwhichGuardiansandIntegratorsaresometimesunderappreciatedfortheiruniquecontributions:

“WorkdonebyGuardiansisoftenbackground—stuffthatsupportsadecision,strategy,etc.They'reintegralinmakingsuredecisionsarewellthoughtout,butrarelydoesthatresearchandinformationgetdistributed.”

“Guardiansareoftenseenastoofocusedonthedetailsandnotabletoseethebigpicture.Whilethosedetailscankillanimplementationstrategyifnotaddressed,they'renotexcitingandusuallynotrememberedinabigwin.”

“Guardiansbringalotofgreatideastothetable,butbecausethey'rereservedandlesslikelytocallattentiontotheircontributions,someoneelsewithamoreoutgoingpersonalityoftengetsthecreditfortheirsuccess.”

“Groupcohesionandcollaborationdon'tnecessarilylineupwith

performancemetrics,eventhoughthey'recriticaltoteamsuccess.”

“Integrators'strengthsarewritten-offas‘softskills’andtakenforgranted.”

“IfeelthatIntegratorsandtheirabilitytocreatelastingrelationshipscanbecomelostintheresults-drivennatureofbusiness.”

ThePowerofPower

We'vedancedabitaroundthequestionofwhetherorhowmuchpeoplechangeovertime,andtheissuedeservesabitmoreofthespotlight.We'veestablishedthatPioneersaremorelikelythanothertypestobeleadersandwe'vesuggestedanumberofpossiblereasonsforthis.Butsupposethoseself-selectionorexternalselectionfactorsaren'tdrivingthisdifference.MightpeoplebecomemorePioneer-likeastheymoveuptheranks?

We'vealreadysharedthatweseegenerationaldifferencesinBusinessChemistrytypesthatcouldbeduetochangeovertime(butmightalsobeduetotruegenerationeffects).Personalityresearchsuggeststhatpeopledoindeedevolvethroughouttheirlives,wellintoolderage.Amongthetraitsstudieshavefoundtoincreasewithageareconscientiousness,self-control,emotionalstability,self-confidence,socialdominance,agreeableness,andwarmth.141516Butthat'satagenerallevel.Whatwe'rewonderingiswhetherpeoplechangeovertimeduetoaspecificrolethatthey'veachieved,likealeadershiprole.

Psychologicalresearchhasplentytosayaboutthisinsupportofthestancethatpeopledochangeastheygainpower.Indeed,experimentsshowthatpeoplechangeevenwhenthey'retemporarilymadetofeelpowerful.17,18,19They'remorelikelytotakeabig-pictureapproachanddecisiveaction,payinglessattentiontoconstraints.They'realsomoreabletoflexiblyadapttochange,andaremoreimpulsiveandlessawareofrisk.Theyevenhavelowerlevelsofstresshormones.Soundlikeanyoneyou'vegottentoknowthroughoutthesechapters?

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13.Rivera,L.“HiringasCulturalMatching:TheCaseofEliteProfessionalServiceFirms.”AmericanSociologicalReview77(2012):999-1022.

14.Roberts,BrentW.,andDanielMroczek.“PersonalityTraitChangeinAdulthood.”CurrentDirectionsinPsychologicalScience17,no.1(2008):31-35.doi:10.1111/j.1467-8721.2008.00543.x.

15.Roberts,BrentW.,KateE.Walton,andWolfgangViechtbauer.“PatternsofMean-LevelChangeinPersonalityTraitsAcrosstheLifeCourse:AMeta-AnalysisofLongitudinalStudies.”PsychologicalBulletin132,no.1(2006):1-25.doi:10.1037/0033-2909.132.1.1.

16.Srivastava,Sanjay,OliverP.John,SamuelD.Gosling,andJeffPotter.“DevelopmentofPersonalityinEarlyandMiddleAdulthood:SetLikePlasterorPersistentChange?”JournalofPersonalityandSocialPsychology84,no.5(2003):1041-053.doi:10.1037/0022-3514.84.5.1041.

17.Galinsky,AdamD.,JoeC.Magee,DeborahH.Gruenfeld,JenniferA.Whitson,andKatieA.Liljenquist.“PowerReducesthePressoftheSituation:ImplicationsforCreativity,Conformity,andDissonance.”JournalofPersonalityandSocialPsychology95,no.6(2008):1450-466.doi:10.1037/a0012633.

18.Resnick,Brian.“HowPowerCorruptstheMind.”TheAtlantic.July09,2013.https://www.theatlantic.com/health/archive/2013/07/how-power-corrupts-the-mind/277638/.

19.Whitson,JenniferA.,KatieA.Liljenquist,DeborahH.Gruenfeld,andBrianCadena.“TheBlindLeading:PowerReducesAwarenessofConstraints.”JournalofExperimentalSocialPsychology.May2013.https://www.sciencedirect.com/science/article/pii/S0022103112002132.

PioneersinHell:HowtoStopKillingTheirPotentialLastyear,aPioneer—let'scallhimJack—wasbeinglaudedbyhiscompanyforboldlydepartingfromconventionandleadinghisbusinessunittonewheightsofinnovation.Shortlythereafter,Jackgotanewboss.Beforetheirfirstin-personmeeting,hisbossaskedhimtoputtogetheraplanfortheupcomingyear.Andpopulateadetailedtemplate.Inaspreadsheet.Withmultiplepivottablesandcomplexmacros.

Jack,aconsummatePioneer,putoffcompletingitaslongashecould;hedidn'thaveaparticularaversiontonumbers,buthefelttheymissedthebiggerpointofhisideas.Nottomentionhowhiseyeswouldcrossandhismindwouldwandereverytimehelookedatrowuponrowofinputsandoutputsandcompoundingvariables.Ifhecouldhaveusedatooltovisualizethedatathatwouldhavehelped.Hefinallygotitdonejustintimeforthemeeting,buttheprocesssuckedthelifeoutofhim.

Onthedayofthemeeting,Jackenteredhisboss'sofficerelievedtohavethewholespreadsheetordealbehindhimandreadytobrainstormpossibilitiesfortheyear.Buthebarelybegantowaxenthusiasticallywhenhisbossshuthimdownwiththewords,“Let'sjustwalkthroughthetemplate,shallwe?”Andtheydid.Linebyline.Cell.By.Cell.Andateverystophisbosswouldquestionthenumbers,theassumptions,theformatting.EverytimeJackwouldaskherto“imaginethis”or“picturethat”shewouldsimplysittherewithagrimexpression,whereasshepositivelylitupwhenshefoundaroundingerror!

Thatmeetingwasjustthestartofaseriesofagonizing“interrogations,”asJackcalledthem,wheretheintentseemedtobetohavehimconfesstothecrimeofimpracticalitywithintenttoharm.Jackhadalwaysthrivedunderlaissez-faireleaderswholikedhimpreciselybecausehewasaboldthinkerwhodidn'tlettoday'srealitygetinthewayoftomorrow'sopportunities.Hekepttryingtobringupsomeofhisideasindifferentways.Maybeifshecouldjustvisualizeitshewouldseethepotential?Ormaybeifhecameupwithmorenoveloptionsforhertoconsidershewouldbecomeinterested?Butthebiggerandbolderhegot,themorehisbosstightenedinonthequestioning.Hisnewboss'sscrutinyimpactedhimlikekryptonite.Hefeltlikehecouldn'tflexhiscreativemuscles,whileatthesametimehewasbeingtorturedwithaforcedmarchthroughgranulardetails.

Afterafewmonths,camethefinalstraw.HRimplementedMEMO#104:REGARDINGTHEMATTEROFWORKINGARRANGEMENTSANDOFFICEUTILIZATION,requiringleadership,includingJack,tobepresentintheirassignedofficesduringbusinesshours.Upuntilthatpoint,he'dhadthefreedomtomoreorlessworkwherehewanted,whenhewanted.Hisfavoritespotwasabistrotableoutsidethelocalcoffeeshop,buthealsolovedthemainconferenceroomwiththegiantwhiteboard,andofcoursesomeofhisbestideasoftencametohimduringhisafternoonrun.Hiseuphemisticallynamed“office”,incontrast,wasacrampedclosetwithwhitefilecabinets(neverused),whitewalls(poorlylit),andNOwhiteboards.Afterpacingrestlesslyinhisofficecageforaweek,Jackgavehisnotice.

Lastweheard,hewastrekkingintheHimalayas,spendingsomeofthesigningbonushegotfromjoiningaventure-backedstart-upastheir“chiefdisruptorinresidence.”

Let'sTalkAboutit

RememberwesaidinChapter2thatweweregoingtosharesomeofourconversationswithyou?We'regoingtodosohereandinthenextthreechapters.ItmighthelptorememberasyougoalongthatKimisaPioneer-Driver(specificallyaScientist)andSuzanneisaGuardian-Integrator(specificallyaDreamer).

KIM:Thisstoryhighlightsaclassicconflictweseeallthetime:Oppositetypesclashingbecausetheyapproachthingsfromcompletelydifferentperspectives.Inthiscaseit'sourPioneerJackinteractingwithhisnewboss,whoislikelyatthemoreextremeendoftheGuardianspectrum.

There'sanexpressionthatconstraintbreedscreativitybutthat'sdefinitelynotthecasehere.Hereyouhaveaguybrimmingwithideaswhoisconstrainedateveryturn—firstinhowhe'saskedtothinkabouthisideas,theninhowhehastocommunicatehisideas,andfinallyinwhereheneedstowork.Hehasnooutletinwhichtoexpresshiscreativityandvision—thethingshe'sbestat—andinsteadheistortureddoingthingsthatclearlyarenotstrengthsforhim.It'slikewatchingaracehorsegetharnessedtoaplow.Thethingis,forPioneers,beingheldbackfromexploringpossibilitiescanindeedfeellikeaphysicalrestraintthatweighsonthem.Pioneersarehigh-energytypes,butthatenergyfeedsontherapidgenerationofconceptsandwhatif's.Ifyoutakethataway,orworse,likeinJack'scase,gofurtherandforcethemtodosomethingcompletelycontrarytotheirnature,itdepletesthem.

SUZANNE:Oneoftheunfortunatethingsaboutthisstoryisthat,whileJackseemstoexperiencehisGuardianbossasabitofawickedstep-monster,she'sprobablynotreallytryingtoruinhislife.She'ssimplygettingtheworkdoneinthestylethat'smostcomfortableforher.Sheeitherhasn'tmadetheefforttogettoknowJackandhowhe'sdifferentfromher,orshegetsthatpart,butnothowshemightneedtoadjustherapproachinordertogetthebestfromhim.Weoftenseethiswhenpeoplereporttosomeonethat'stheiroppositetype,regardlessofwhichpartyiswhichtype.Inthiscaseitcosttheorganizationanenthusiasticandimaginativeleaderwhohadbeenthrivingunderhispreviousboss.That'sreallyashame.

KIM:You'reright,it'sunlikelyhisbossistryingtobemalicious,butpeoplewhoare“theboss”oftenhaveanexpectation(consciouslyornot)thatothersshouldbendtothem.Afterall,they'retheonesincharge.Andperhapstheybelievetheyowetheirleadershippositionsinlargeparttothesuccessoftheirparticularapproachesandthusareunwilling,orunaware,thattheyshouldmodifythem.ForJack,itsoundslikehispreviousleaderwasmore

similarinstyletohim,oratleastexplicitlyvaluedhiscontributions,sothecontrastwiththisrolechangeisevenstarker.

SUZANNE:Ithinkthe“I'mthebosssowe'lldoitmyway”approachisprettytypical,regardlessoftheboss'stype,andifyou'retheboss,thenmaybeyoudofeelit'syourprerogative.Thethingis,itdoesn'tusuallybringoutthebestinyourpeople(atleastthosewhoaredifferentfromyou),becauseitcanmeantheirneedsareunmet.Soit'softencounterproductive.

KIM:Yes,counterproductivebutcommon.Andtherearecommonmistakespeopletendtomakeinresponse.AmistakeJackmakesinthissituationisoneweseewithalltypes—whenhe'snotsuccessfulinmakingaconnection,hedoublesdownonwhat'smadehimsuccessfulinthepast,andwhathefeelshe'sgreatat.Hegiveshisbossmore,evengranderpossibilities—exactlynotwhatshe'slookingfor.Andalthoughthisdoublingdownisanormalreactionforalltypes,it'samplifiedinasenseforJackbecause,asaPioneer,he'snaturallyoptimistic.Hisassumptionisgoingtobethatofcourseshewillultimatelycomearound;hejustneedstokeeptrying.He'slookingforthatclassic,validatingyes,and…responsefromher,andallhe'sgettingisaseriesofbutsandnos.

SUZANNE:Ithinkthat'sagreatpointtokeepinmindwhenworkingwithaPioneer—evenifyoucan'tsayyes,canyouavoidsayingno,especiallyrightaway?BecausenothingdampensaPioneer'senthusiasmfasterthantheword“no.”I'mnotsuggestinganyonegoaheadanddoeverythingaPioneersuggests(actuallyI'dprettystronglyrecommendyoudon'tdothat!),justthatyoudemonstrateyouhaveanopenmindandareeagertohearandconsiderthePioneer'screativeideas.We'llmakesomesuggestionsinthenextchapterforhowGuardiansmightdothis,becausethey'reoftenseenasmostlikelytoburstbubbles,butthesestrategiesworkforanytype.Oneofthesesuggestionsistotrysomethingmorelike,“Howmightwe?”or“Ilike/Iwish,”asin“Howmightwetestyourideainalow-riskway?”or“Ilikethevisionofthefutureyou'repainting.IwishIhadaclearerideaabouthowwe'dovercomethebarriersthatexist.”

KIM:Attheriskofpilingonhere,thewordnoismorethanjustabuzzkillforaPioneer(thoughitisthat).ForaPioneer,yournoislikeaneonsignoveryourheadflashing“closedforbusiness.”BecausePioneerslovethecontributionsofothersinthebrainstormingprocess—itfuelstheirthinking—soifyou'renotevenopentodiscussingpossibilities,inaPioneer'smind,youmightaswellhaveyourlightsoffwithnoonehome.

Now,Igetit,somePioneerideasarealittleoutthere,maybejustplain…well,bad.Anditcanbehardtosaynicethingsaboutideasthatyoubelieveareobviouslyterrible.Soifyoucan'tingoodfaithsaysomethinglike,“Ireallylikethewayyou'rethinking,”tryaquestioninstead.Not“Whytheheckdidyouthinkthatwasagoodidea?”Rathersomethinglike,“Haveyoueverseensomethinglikethatbefore?”“Howdoyouthinkourcustomerswouldreactifwedidthat?”ortheoldbutgoodstandard,“Whatwould[insertrespectednamehere]dointhissituation?”

SUZANNE:Anotherideaformakingasituationlikethisworkalittlebetteristoexplicitlyacknowledgethedifferencesinperspectiveandtheflexingonbothsidesthatwilllikelybeneededtomakeitwork.Thiscanbehelpfulinanyopposite-typepair,butinthiscaseJack'sbossmightadmitthatsheislesslikelytolatchontobig,grandideasrightaway,andaskforJack'shelpingettinghertherebyprovidingherwhatsheneeds—answerstoherspecificquestions.Thenshemightpromisethatinreturnshe'lltryhardtobeaproblem-solvingthought-partner,ratherthanaparty-poopingkilljoy.

KIM:Ifthey'recomfortablehavingthattypeofconversationitcouldhelp,butitseemsevenharderherebecausethisisanewrelationship.Jack'sbossmightbewillingtogivehimalittlemorelatitudeiftheyhadastrongfoundationoftrust,buttrusttakestimetobuild,particularlyforaGuardian.YouandIhaveworkedtogetherforyearsandIthinkoneofthereasonsyoutoleratesomeofmycrazyideasandquickdecisionsisthatyouknowthatultimatelyIwillcomethroughandnotleaveyouhanging.Thatknowledgeisbasedonalonghistoryofinteractions,soyou'rebasingyourtrustonevidence,notwishfulthinking.

SUZANNE:True.I'vehadlotsofopportunitiesovertimetosee,notonlythatyouwon'tleavemehanging,butalsothatyourcrazyideasareamuchneededbalanceformysometimesoverlypracticalones(notthatthere'sanythingwrongwithpracticalityintherightdosage).

KIM:ButunlikeyouandI,Jack'sbossprobablydoesn'tknowmuchaboutJackotherthanthathe'sgotareputationfordoingthingsoutsideofthenorm(whichdoesn'tnecessarilysoundlikeagoodthingtoaGuardian).Butisheamanwhokeepshisword?Whofollowsthrough?Whobringssomethingmoresubstantialthanflashin-the-panideas?She'sessentiallyputtingJackthroughhispacesuntilheproveshimselftoher.Andyes,therearewaysshecanmakethatprocessmorepalatabletohim,asyoupointout.ButJackcouldalsohavebeenlessmiserable,Isuspect,ifheusedoneofthePioneersuper

powersoflookingatthingsfromawholenewperspective.Insteadofseeingthesituationasaworthlesssetofinterrogationshecouldhavechangedthelensforhimself,andapproacheditasachanceforhimtobuildtrustandrapport.

SUZANNE:Speakingoftrust,I'dliketobringusbacktoMemo#104:Regardingthematterofworkingarrangementsandofficeutilization.Kim,youhintedbeforethatconstraintsranklePioneersparticularly,andthismemo(andthepolicybehindit)issuchagoodexampleofhowtocreatetheexactoppositeofanengagingworkenvironmentforaPioneer.Notonlydoesitforceeveryonetoworkinaphysicalsettingthatsoundsquiteuninspiring,butjusttheideathatpeoplearebeingtoldwhattheyhavetodoislikelytosetteethonedge.AndaPioneer'steetharelikelytobeextrasensitivetosuchathing.

Insteadofjustannouncinga(quiteunimaginative)solutiontoaperceivedproblem,abetterwaytohandlesuchasituation,especiallyifyou'vegotsomePioneershangingaround,mightbetopresentpeoplewiththeproblemitself.Supposetheissueisthatpeoplehavebeencomplainingtheydon'teverknowwheretofindanyonewhentheyneedtogetintouch.GoaheadandposethatproblemtoaPioneerortwo.Notonlyareyoulikelytoendupwithsomemuchmorecreativesolutionstotheproblem,buttheyarelikelytobesolutionsthatengage,ratherthanoffendyourPioneers—andprobablyotherstoo!

KIM:Ilovetheideaofgettingothersinvolvedinaddressingtheperceivedissueversusputtingoutsolutionsthatareunlikelytosuitanyone.ThatapproachisparticularlyappealingtothePioneersastheylovecreativeproblemsolving.UnfortunatelybecauseJackdidn'tfeelhecouldtrulycontributetohisfullpotential,hesolvedthatproblembyleavingthecompany.

It'simportanttonotethat,asaPioneer,Jackprobablydidn'tagonizeoverthedecisiontoleave.Heprobablydidn'treviewandquestioneverythinghedidandreflectonwhetherhecouldhavedonethingsdifferently.Chancesarehedidn'tevenconsiderforamomentthatmaybetheproblemwaswithhim.Hemighthavefeltitwasunfortunatethathecouldn'tcontinuehiswork,andstreakofsuccess,butthepointishedidn'ttakeitpersonally.Hedecidedtheoverallenvironmentdidn'tsuithim,andsohemovedontothenextthing.ThismeansthatthisismuchmoreofalossforthecompanythanitisforJack.

SUZANNE:GiventhataPioneerprobablywon'tagonizeoverthedecisiontoleave,itseemsevenmoreimportantforleaderstofocusoncreatingenvironmentsthatmakethemwanttostay.Andnotjuststay,butbringthattypicalPioneerpassiontobearonwhateverthegoalsoftheorganizationare.OnepowerfulwaytodothatistomakesurePioneersarewellpositionedtodowhattheymostwanttodo—tackletoughproblemsbyinnovating.Nowthisdoesn'tmeanyoushouldletPioneerstotallyoffthehookwhenitcomestodoingsomeofthemoremundanetasksthatweallneedtodo—thatwouldn'tbefairtoothers.(I'mspeakingasaGuardianhere,sincewe'retheoneswhotendtoendupwithallthatmundanestuffifPioneersgettheimpressiontheydon'thavetodoanyofit.)

KIM:Thisisafineline,becauseIknowthatmanyPioneers(myselfattheheadofthatchaoticthrong),wouldleapatanyopportunitytoavoidwhatwethinkofasday-to-daydrudgery.SowhileIdothinkit'simportanttogivePioneersthingstheylove,itcanhelptofollowalittleMaryPoppinsadvice:“Aspoonfulofsugarhelpsthemedicinegodown.”Breakuptheunpalatabletasksintomorebite-sizedchunks,interspersedamongstmorePioneer-friendlyactivities.

SUZANNE:Andit'snotjustaboutgivingthem“fun”thingstodo.WeknowPioneersarethemostlikelytypetosaytheythrivewhentheyhaveopportunitiestolearnandtrynewthings.Weknowthattheyaspire,notonlytolead,butalsotoinnovate,andthatmakingadifferenceisimportanttothem.SotokeepaPioneerengagedforthelongterm(orprobablyeventheshortterm)it'scriticalthatsomegoodpercentageofaPioneer'stimecanbededicatedtodoingwhatthey'regreatatorwhatthey'reexcitedabout.Afterall,weallwantthat!Andtheorganizationbenefitswhenpeopleareabletoplaytotheirstrengths.

KIM:Iwouldtakethatastepfurtherandsaythatorganizationsbenefitnotonlywhenpeoplecanexercisetheiruniquestrengths,butalsowhentheyareputinenvironmentsthatactuallygivethemstrength.SoforourPioneers,don'tjustgivethemanassignmenttoinnovatesomething.Alsoprovidesourcesofinspiration—placethemoncross-disciplinaryworkinggroups,sendthemonresearchfieldtrips,encouragethemtospendtimeinapublicco-workingspaceondaystheydon'tneedtobeintheoffice.Environmentisnotjustaphysicalreality,althoughthatplaysarole.Ratherit'samixoffactorsthatcontributetoanoverallexperience.

Creatingoptimalenvironmentscanbeatallorderforleaders,becauseitisn'tasinglethingandit'sdifferentforeachofthetypes.Andofcourseyoucan't

asinglethingandit'sdifferentforeachofthetypes.Andofcourseyoucan'tcatertoeveryoneallthetime.Thatbeingsaid,manyleadersoverestimatetheamountofeffortittakestoflex,andunderestimatethedegreeofpositiveimpact.Likeachefinakitchenwhotakesthetimetosearthemeatandsteamthevegetablesversusthrowingeverythinginapotofboilingwater,theleaderwhounderstandswhatisrequiredfordifferentpeopleandproceedsaccordinglywillgetmuchbetterresults.

SUZANNE:Boiledmeat.Yuck.Butit'strue—meetingeveryone'sneedsatthesametimecanseemtough,especiallywhenpeople'sneedssometimesconflict.Andthat'swhyprovidingoptionsworkssowell.ADrivermightthinkfieldtripsfeellikeawasteoftime.AGuardianwouldpossiblythinkapublicco-workingspacewasevenworsethananuninspiringoffice.Theideaisnottomakeeveryonedothesamethings,buttogiveeveryonethesamelevelofopportunitytochoosewhattheydo(oratleastwheretheydoit).

Ithinkthisismoreimportantthaneverwhenpeopleneedtodosomeofthosetasksthatareparticularlyhardforthem.Soforexample,mostofushavetodosomelevelofrequiredstuffrelatedtoperformancemanagement,security,technology,andsuchthings.ThesekindsoftasksmightbeparticularlypainfulforaPioneer—socouldn'tweatleastgivethemsomefreedominwhen,where,orhowtheygetitdone?

KIM:I'dvoteforthat.Thequestionforleadersthoughbecomes:Howdoyougivethemsomefreedomwhilekeepingguardrailsinplacetomitigaterisk?Because,perhapsnotcoincidentally,someofthethingsthatPioneershatetodoareusuallyrequiredtomanageriskinsomeway.

Yourproblemasaleaderhereistwofold.First,Pioneerslikelydonotwanttofollowtheprocessyou'veputinplacetodealwiththerisk(please,nomorethree-hourinstructionalvideosonemployeepolicies).Second,theytendtodownplayorevendismisstheriskitself,sayingthingslike“Comeon,isitreallythatbigadeal?What'stheworstthatcanhappen?”or“Howlikelyisthisanyway?”Forthesesituationsyouneedtopaintapictureofthethreat.Bringittolifefortheminavisceralwaythatletsthemenvisionthegrimpossibilities.Andthenmaybeyoucangetthemmoreonboardwithaprocess(hopefullytailoredtobettersuitthewaystheyengage).

SUZANNE:Ihavethispictureinmindofadevastatedanddesolatelandscape,andit'squitedepressing!AnotherlikelihoodisthatPioneersmightsay(oratleastthink)somethingalongthelinesof“Alltrulygreatinnovationshavebeenrealizedbecausesomeoneignoredthepotentialrisks

thatothersfeared,”or“Onlygreatrisksbringgreatrewards.”Butthat'sactuallynotthecase,andyoucanengageinabitofmyth-bustingbysharingsomeprettycompellingevidencetohelpPioneers(andothers)seethis.BothMalcolmGladwell1andAdamGrant2havewrittenaboutveryinterestingresearchexploringour(faulty)associationsofrisktakingwithentrepreneurship.Oneofthekeypointstheyhighlightisthat,generallyspeaking,entrepreneursdotendtotakelotsofrisks,butalso,generally-speaking,entrepreneurstendtofail.Furthermore,thereasonsforthesefailuresoftenrevolvearoundpoororevenabsentanalysis,alackofforesight,andafailuretoproperlyprepare(allthingsPioneersareaccusedof).Theentrepreneurswhosucceed,farfromchasingblindlyafteradream,tendtohedgetheirbetsinseveraldifferentways,bykeepingtheirdayjobsevenafterlaunchingasuccessfulstart-up,forexample.

Takinggreatriskscansometimesleadtogreatthings,butsharewithyourPioneerstheideathatsuchrisksshouldbeengagedinasyouwouldawell-balancedstockportfolio;youprotectyourselfwithsomerelativelysafeinvestmentssoyoucanmakesomeriskyonestoo.Inthiscase,thesafeinvestmentsareallthosepolicy-relatedprocesses,andit'sadheringtothesecloselyandthoroughlythatenablesustogoaheadandtakesomeofthoseotherrisks.

KIM:SpokenlikeatrueGuardian—butIgetyourpoint.There'sanotheraspectherethat'simportanttoaddress,particularlyforPioneersbutreallyforalltypes,andthat'soverconfidencebias.There'sbeenlotsofresearchshowingthatpeopletendtooverestimatetheirdegreeofcertainty,andprobabilityofsuccess,eveninthefaceoftemperingdata.3TheclassicexampleI'veseenquiteabitlivingintheSiliconValleyistheentrepreneurwhoisconvincedthattheirventurewillbesuccessful,eventhoughthesuccessrateingeneralisabysmal.Butenoughventuresdosucceedthatthemythpersists,largelyduetobase-ratefallacy,essentiallytheconceptthatpeoplewillputmoreweightonspecificexamplesthangeneralinformation.4Thesebiasesarepartofbeinghumanandthusplaguealltypes,butIsuspectthatPioneersmightbeparticularlyatriskbecauseoftheiroptimismandinherentconfidence(arrogance?),whichisnothelpedofcoursebytheiroveralltendencytotrusttheirgutoverstatisticsandprobabilities.

That'saWrapWejustsharedawholelotoftipsforhowtocreateanenvironmentwhere

WejustsharedawholelotoftipsforhowtocreateanenvironmentwherePioneersexcel,andwethoughtasummaryofthosepointsmightbehelpful.WhilefocusingontheneedsofPioneers,you'llwanttowatchoutforturningofftheothertypes.Afterall,youwanteveryonetoexcel,notjustPioneers.Sowe'veaddedtooursummarysomeideasforhowtokeepthingspalatableforGuardians,thePioneer'sopposite.

TomeettheneedsofPioneers

TomakeitpalatableforGuardians

Allowtimeforfree-flowingdiscussionandideageneration.

Timeboxdiscussionsoitdoesn'tcarryontoolong.

Brainstormandwhiteboardonthespot.

Whenpossibleprovideanoptiontoprepareinadvance,oratleasttakeafewmomentsforquietidea-generationbeforeopeningthefloor.

Keepanopenmind.Evenifyoucan'tsayyes,trytoavoidsayingno.

LetGuardiansknowtherewillbeatimeforcritique,itjustisn'tnow.Coachthemonlesssoul-crushingwaystoshareconcerns,suchassaying“Ilike/Iwish”andsimilartechniques.

Provideoptionsforwhere,when,andhowtowork.

Guardianslikelywanttheseoptionstoo!

Positionthemtodowhattheyloveandexplainhowmoremundanetasksenablethemtodoso.

Don'tletPioneersoffthehookonsomeofthemoremundanetasks.

©2018.DeloitteToucheTohmatsuLimited

IfyouareaPioneerWeknowthatasaPioneeryou'reprobablyprettygoodatcomingupwithimaginativesolutionsonyourown.However,wethoughtyou'dstillappreciateafewsuggestionsfromusregardinghowyoumightflextofitjustabitbetterintoanenvironmentwherepeoplemightnotseemtoacknowledgethefullextentofyourcreativegenius.

Stickwithit

Einsteinfamouslyoncesaid,“It'snotthatI'msosmart.It'sthatIstaywithproblemslonger.”Executingonavisionaryidea,andseeingitthroughtofruition,takesacertainamountofstick-to-it-ness.Visionsdon'ttypicallybecomerealityallontheirown.AndwhilePioneersareoftenthoughtofasvisionaries,peoplesometimescomplainthattheystruggletostickwithanidealongenoughtomakeitareality.Andthere'sresearchsuggestingthatwhenthegoinggetstough—likewhenaproblemgetsreallydifficulttosolve—ExtrovertsgiveupmorequicklythanIntrovertsdo.5Andasweknow,mostPioneersprobablyleanmoretowardextroversionthanintroversion.Oneofthereasonsforthislackoffollow-throughisthatPioneers,morethananyothertype,liketotacklewhat'snew.That'sgreat,exceptforthefactthatwhatfeelsbrightandshinynewnowwilleventuallyfeeloldandabittarnished,andthatoftenhappensbeforesomethingisactuallyfinished.

Ifyou'reaPioneer,trybreakingyourideaintosmallerexecutionchunksandcelebratetheachievementofeachone(Pioneersloveagoodparty)beforelaunchingintothenext“new”phase.Inadditiontokeepinguptheenthusiasm,thisalsogivesyouawaytoevolveyourplanasyougo(let'sfaceit,youknowyouwill),whilestillgettingthingsdone!

MaketheNewSeemOldIntheearly1800s,thefirstautomobileswereoftenreferredtoashorselesscarriages.Why?Becausepeopleunderstoodwhatthatmeant.Theywereusedtocarriagespulledbyhorses,soitwasn'taverybigleaptoimagineacarriagewithoutahorse.Callinganautomobileahorselesscarriagemadeitseemfamiliar.Whileitmayseemcounterintuitivetonovelty-embracingPioneers,whentryingtosellsomethingquiterevolutionarytoordinarypeople,thefamiliarcanbeagoodthing.

It'simportantforyoutoremember,Pioneers,thatyourloveofnoveltyisn'tequallysharedbyeveryone.Indeed,somepeoplearequitesuspiciousofideasthatseemtotallyneworforeign.Instead,they'remorecomfortablewithwhat'sfamiliar.Theyrespondmorepositivelytochangethat'sincrementalratherthandisruptive.Sowhenyou'rehopingtogetpeopleonboardwithyourinnovativeidea,emphasizingjusthownewanddifferentitismaybethewrongmove.Toreachthesepeople,emphasizewhat'snotnew.Thiswilllikelyfeelcounterintuitivetoyou,butitcangetpeoplecomfortablewithyourideamorequickly.

SayitAgain…andAgain…

SayitAgain…andAgain…Youmaybeabrilliantvisionarywhocanpaintapictureofanewfuturethatwillmakepeopleswoon.Youmaybesuchagreatcommunicatorthatcommunicationexpertsaskforyouradvice.Butchancesare,you'restillunder-communicatingaboutyourideas.Becausehere'sthething:Aswesuggestedearlier,formanypeople,themorefamiliartheyarewithsomething,thebetter.Thisiscalledtheexposureeffect.6Soevenwhenyourideaisquitenew,ifpeoplekeephearingaboutitoverandover,itwillstarttoseemfamiliar.ManagementguruJohnKotterhassuggestedthatmostchangeagentsunder-communicatetheirvisionbyapowerof10,sojustanextramentionortwoisn'tlikelytodoit.7Ifyoureallywanttogetothersbehindyouridea,bereadytotellthemaboutitrepeatedly,andpreferablyinmultipleways.It'salsobesttoleaveabitoftimeinbetweenwhenyoufirstpresentanideaandwhenyouaskpeopletotellyouwhattheythinkaboutit.Pioneerstendtoprocessthingsquicklyandgowiththeirgut,butmanyothersdon'tworkthisway.Forthebestresponse,givetheideatimetomarinate.

TakeaBreatherYes,Pioneers(andanyonewantingtheirideastostick)shouldovercommunicatetheirvision.Butthatdoesn'tmeantheyshouldbetheonlyonescommunicating.AcommoncomplaintaboutPioneersisthattheirhigh-energy,put-it-all-out-there,talk-to-thinkstylecanbeoverwhelming,andcancrowdoutothervoices.Pioneersoftenaren'tevenawareoftheirverbalsteamrolling,sosimplymakingaconsciousefforttoletothersgetawordinedgewisecanhelp.ButPioneers,don'tincludeothersintheconversationjusttobenice(althoughitneverhurtstohavegoodmanners).Youshouldincludeothersbecausetheymighthavesomethingtosaythatwouldmakeyourideaevenbetter,helpitseethelightofday,orsparkanotheridea.

Ifyou'reaPioneer,ampupyourinquiry.Whenyougetonaroll,pauseoccasionallytoaskaquestion—andnotjusttherhetoricalkind.Givepeopleachancetosharetheirthoughtsandwhentheydo,actuallylisten.Youneverknowwherethatcanlead.

SeekFirsttoUnderstandPioneersoftendescribethemselvesasuninterestedindetailsandprocess.Atleastthat'showtheysayitwhenthey'rebeingpolite.SometimesPioneersevenusethephrase“unnecessarydetails,”whichtoaGuardiansoundslikeanoxymoron.Ifyou'reoneofthosePioneers,thinktwicebeforeyouignorethe

oxymoron.Ifyou'reoneofthosePioneers,thinktwicebeforeyouignorethedetailsorprocess,orbeforeyou“improve”somethingbystrippingeverythingaway.Takeamomenttofindoutwhythedetailorprocessisimportanttoothers.Ask:“Whydoesthismatter?Whatwouldbetheconsequenceofskippingthisstep,ignoring,thisdetail,etc.?”Ifyouthinkyouhaveabetterwaytodosomething,that'sawesome!Butproposingabetterwaywithoutthoroughlyunderstandingwhythingsarethewaytheycurrentlyarewillnotonlyannoyothers,itmightalsoresultinyourmessingthingsup.Startbygettingalayoftheland.Onceyou'vedonethat,you'llbebetterpositionedtoofferideasthatmightactuallybehelpful.

RedFlag:Cages,ClippedWings,andCoalMinesAswe'vesaidbefore,Pioneerstendtobeveryadaptable,whichmeansintheorytheycanmakethemselvescomfortableinmostworksituations—particularlysincemanyoftheircorecharacteristicsmapsowellwithestablishedleadershipstereotypes.Thatsaid,ifPioneersareconstantlybeingcagedinandnotgivenroomtoroamandgrow,ortheyareconsistentlykeptfromlettingtheirideastakeflight,chancesaretheywon'tbeveryhappy.Andifyou'reanunhappyPioneer,you'realsounlikelytostaythatwayforlong.Pioneersrateloyaltyloweronthescaleofimportancethanothertypesandwillbeofftootheropportunities.Soinotherwordsifyou'reaPioneer,mostofthetimeyou'llprobablyknowwhenit'stimetogo.

Wethinkthebiggerredflagstolookoutfor,asPioneers,arenotthoseobviousthreatsbutthemoreinsidiousones.There'sbeenaninterestingdiscussioninthebusinessliteratureabouttheroleofso-calleddeviants.8910Thesearepeoplewillingtostepoutsidetheboxandquestionthestatusquo—oftenanaturalroleforPioneers.Deviantsareinvaluabletoorganizationsbecausetheyhelpthemevolveandbreaknewground.Buttheyalsoshoulderpersonalriskinsodoing.Afterall,ifthetrainischuggingalongfineandyou'rethelonevoicewhoinsistsontakingadifferenttrack,youmightexpectsomeupsetpeopleifthetrainthenderails.

Inanorganizationwithstrongleadershipsupport,thismaynotbeabigproblem,butsomeorganizationsusetheirdeviantslikecanariesinthecoalmines.Theysendthemoutintouncharted,riskyenvironments.Ifthecanarychirpsawayandshowsit'ssafe,theycomechargingintominetheriches.Butifthecanarystopschirpingbecauseit'snotsafe,theyfiguretheycanalwaysgetanothercanary.Suchfair-weatherorganizationsmightseemlikethey'regivingyougreatopportunities,butmakesureyouknowwhatyou'resigningupfor.Andifyougetthesensethatthey'reoutfortheirownsuccessattheexpenseofyours,you

getthesensethatthey'reoutfortheirownsuccessattheexpenseofyours,youmightwanttoflexthosewingsandflytomorewelcomingclimes.

References1.Gladwell,Malcolm.“TheSureThing.”TheNewYorker,January18,2010.

2.Grant,AdamM.Originals:HowNon-ConformistsMovetheWorld.NewYork:Viking,2016.

3.Kahneman,Daniel.Thinking,FastandSlow.NewYork:Farrar,StrausandGiroux,2015.

4.Ibid.

5.Howard,Rick,andMaeveMckillen.“ExtraversionandPerformanceinthePerceptualMazeTest.”PersonalityandIndividualDifferences11,no.4(1990):391-96.doi:10.1016/0191-8869(90)90221-c.

6.Zajonc,RobertB.“AttitudinalEffectsofMereExposure.”JournalofPersonalityandSocialPsychology,9(2,Pt.2(1968):1-27.

7.Kotter,JohnP.LeadingChange.Boston,MA:HarvardBusinessReviewPress,2012.

8.Gino,Francesca.“LetYourWorkersRebel.”HarvardBusinessReview.June08,2017.https://hbr.org/cover-story/2016/10/let-your-workers-rebel.

9.Pascale,Richard,JerrySternin,andMoniqueSternin.ThePowerofPositiveDeviance:HowUnlikelyInnovatorsSolvetheWorld'sToughestProblems.Brighton,MA:HarvardBusinessReviewPress,2010.

10.Vadera,AbhijeetK.,MichaelG.Pratt,andPoojaMishra.“ConstructiveDevianceinOrganizations.”JournalofManagement39,no.5(February26,2013):1221-276.

GuardiansinHell:HowtoStopKillingTheirPotentialOnceaGuardiannamedGwendolynwasgivenonemonthtocoordinatethecreationofawebsiteillustratingherorganization'svisionandhowtheywerelivingit.Thiswasahigh-profileprojectdreamtupbytheboard,andonethatlotsofstakeholdersdeeplycaredabout.WasGwenanexpertonwebsiteswithadeepunderstandingofthevision?Didshehaveabroadnetworkofconnectionstodrawupon?Didshethriveintheroleofherdingcats?Notatall.Shewashighlyskilledinotherareas,butshegotthisparticularprojectbecauseshehappenedtobestandingnearbywhenitwasassigned.FromherGuardianlens,thiswasn'tafairytaleaboutbeinghandedagoldenopportunity.Itwasahorrorstory.

Thegoodnewswasthatbecauseofthetighttimeframe,therewerelotsofresources(alsoknownaspeople)assignedtotheproject.Thiswasalsobadnews—lotsofpeopletocoordinate,andeveryoneofthemwithstrongopinions,hell-bentonexpressingthemenergetically,andallatthesametime.EveryonewaslookingtohertomakequickdecisionsbutGwencouldbarelythinkstraightintheirpresence.Andtheyseemedtobepresentallthetime.

Gwenandherteamwereprovidedthe“gift”ofadedicatedsectionoftheiropen-spaceworkenvironmentinwhichtocollaborate.Becausesomanyimportantpeoplehadastakeintheproject,theteamwasexpectedtobevisiblyworkingtogetheronsiteasmuchaspossible.Butthatmeantconstantinterruptionsandnoquietplacetothinkortofocusontheheads-down,detailedworkthatshe,asaGuardian,typicallyexcelledat.Whenshepointedthisouttoleadershiptheytoldhertostopbeingsoinflexible—thisishowinnovativeworkgetsdone.

Andthenecessityoffacetimewastheonlyexpectationoftheprojectthatwasclear.Beyondthatthewholethingwastotallyopen-ended,withnostructureorplan,andnodefinitionofsuccess,exceptthatitwasimperativeitgetdoneontimeandthatitbebrilliant.Butwhatdidthatevenmean?Whenevershetriedtogetmoreclarityshefeltpushedaside,theunderlyingmessagebeingthatsheshouldbeabletofigureitoutforherself.Whenshepointedoutinconsistencies,

errors,orpotentiallyproblematicfutureimplicationsofcurrentdecisions,shewasansweredwitheye-rollsandthesuggestionthatshestopnit-picking.

Andthevision?Wellthatwasn'tquitesetinstoneyeteither.Everyotherdayitseemedthatthelanguagearoundthevisionwaschanged,sometimesalittleandsometimesalot.Itrepresentedamovingtarget,andyetthedeadlinedidn'tmovealongwithit,andnooneseemedtounderstandthateachtimethevisionwastweaked,therewasadominoeffectonalltheotherdetailedelementsoftheproject.Atthesametime,variousmembersoftheboardandtheleadershipteamkeptdroppinginspontaneouslyandexpectingupdates,whichGwenwasnevergiventimetopreparefor.Whentheyaskedhertopresentattheleadershipmeeting,withoutpriornotice,shebalked,buttheycouldn'tunderstandtheproblem.

Itwasn'tlongbeforeGwenstartedtofeelthatherstrengthsandherwayofworkingweren'tvaluedbyherorganization.Shehadstartedtheprojectwithacommitmenttogiveitherallandproduceastellarproduct,butsoonshewasjusthopingthatthiswholethingwassomekindofnightmarethatshe'dwakeupfrom.Asherlevelofengagementstartedtowane,shegraduallypulledbackfromactivelyworkingtomaketheprojectthebestitcouldbe.Sheoverlookedinconsistenciesandletthemstand.Sheletlittleerrorsslipby.Shestoppedpointingoutpotentialrisks.Sheletgooftheideathatshe'dfeelprideinherworkandintheend,hergoalbecamejusttogetthroughtheproject.

Let'sTalkAboutitAswebeginourconversations,rememberthatKimisaPioneer-Driver(specificallyaScientist)andSuzanneisaGuardian-Integrator(specificallyaDreamer).

SUZANNE:AsaGuardianIdefinitelyrelatetothisstory,particularlythepartaboutherbeingabletoseethedominoeffectthatwillresultfromasmallchangeinonepartoftheproject,andknowingthatothersaren'tworryingaboutit,ormaybecan'tevenseeit.I'veoftenfeltthatwaywhilewe'vebeenwritingthisbook!

IthinkthisisoneoftheplaceswheretheGuardian'sstrengthscancausethemsomerealchallenges.IfI'mthepersonfocusedonallthedetails,whounderstandshowallthesmallthingsfittogetherandimpacteachother,andifI'vecreatedadetailedplanaroundallofthat,ImaybelessthanopentoanychangesbecauseIseehowevenasmallchangecanleadtoahugeamountofrework.Addingtothat,Guardiansarethetypemostlikelytogetstressedout,sosuddenlyIwillgetupsetandargueagainstachangethatlooksveryminortosomeoneelse.Becausethatsomeoneelseisoftenfocusedatamuchhigherlevel,theydon'tseetheproblemandthey'rejustwonderingwhattheheckI'mpanickingaboutandwhyI'msoresistant.AndindeedIamresistant,evenifthechangewouldultimatelybeforthebetter.So,Kim,nowyouknowwhyittakesmeawhiletocomearoundsometimes.

KIM:Yes,butthankgoodnessyoueventuallydo. Inallseriousnessthough(andexcludingyou,Ihope,Suzanne),IthinksometimesGuardiansdo“comearound”butnotbecausetheyactuallyagreewiththechanges.Instead,likeGwen,they'vejustgivenuptryingtodotherightthing.NotonlyisthatdissatisfyingfortheGuardian,butit'salossfortheorganizationbecausethatGuardianistheonespecificallyonthelookoutforthingsthatcouldtripuptheplan,thingsthatotherpeoplewouldprobablyoverlook.It'sabalancethough,becausenoplanislikelytopersistinthefaceofconstantchangelikeweseeinbusinesstoday,andsoGuardianswilloftenneedtoadjust,evenifthat'snottheirpreference.Buttheycanstillplaytotheirstrengthsandaddvaluebyinjectingperspectiveastothedirectionanddegreeofchangeneededratherthanreflectinguniversalresistance.

SUZANNE:Youknow,oneofthewaysleaderscanhelpGuardiansmovethroughthisisbyacknowledgingthattheyunderstandthechangeisgoingtocauseadominoeffectandsomeamountofrework.Thattheyrecognizethattheplanwasagoodone,andtheyappreciatealltheworkthatwentintoit,butbecausex,y,andzfactorshavechanged,theplanneedstochangetoo.SometimesIthinkit'sthesensethatnooneelseispayingattentiontothedetailsthatmakesaGuardianholdonreallytightly,andtheneventuallygetfrustratedandgiveup,wondering,“Ifnooneelsecaresenough,whyshould

I?”

KIM:Yes,thatmakessense.Gwenisinaparticularlytoughsituationthough,becausethedominoeffectyoudescribeisn'ttheonlythingthat'sgoingagainsthernaturalgrain.Inadditiontothatsheis:1)managinganill-definedprojectwhereshelacksexpertise,2)coordinatingwithwhatsoundslikeagroupofover-caffeinatedExtroverts,and3)needingtoworkinanenvironmentill-suitedtoherneeds.NotexactlyarecipeforGuardiansuccess!

SUZANNE:Right.Morethananyothertype,Guardiansappreciateclarityintermsofexpectationsanddefinitionsofsuccess.Whilesomeoftheothertypesmightfeelconstrainedbytoomuchclarity,forGuardians,knowingexactlywhat'sexpectedandwhataragingsuccesswouldlooklike,servesasaNorthStarthatilluminatesthepossiblepathsforward.Insteadoftryingtofigureoutwheretogo,ithelpsthemfocustheirenergyonchartingthemostadvantageouscourse,identifyingthebestfootholdsandspottingpotentialpitfalls.Itallowsthemtoproperlyprepareforthetrip,removingsomeofthestressthatuncertaintycancauseforaGuardian.Imean,whytheheckwouldanyonewanttowanderaroundinthedarkwhenlightisavailable?

Andfurthermore,it'sonethingtodosomethinginthedarkthatyou'reanexpertatdoing,butiftheyhaven'tgotthenecessaryexpertise,that'sanextralayerofchallengeforGuardians.Itmakesmethinkofmylastcampingtripwithmykids.Wegotalatestartandarrivedatthecampgroundafterdark,whichwouldnothavebeenabigdeal—we'vesetupourtentsomanytimeswecandoitwithoureyesclosed—butIfailedtofactorinthatIhadboughtanewtent!SonowhereIamflailingaroundinthedarkwithtwokidsandatentwithlotsofpieceswedon'trecognize,andwecan'treallyseetheinstructionsoreventhepictureofwhatthedarnthingissupposedtolooklikeoncewe'veputitup,soIdon'tknowhowtodoittherightway.

KIM:Ahyes,thejoysofcamping.I'vebeeninasituationlikethataswell,butofcoursemyPioneerselfneverbotheredtoreadtheinstructions.MyboysandIjustputthetentupinawaythatlookedgood,butthenenduredtheconsequencesthenextdayastheweathertookaturnfortheworseandourraintarpwasn'tadequatelysecured.That'swhenIwishedIdidn'tsufferfromhypo-Guardiansyndrome!

SUZANNE:Icanimagine!Asforbeingtrappedwiththoseover-caffeinatedExtrovertsinanill-suitedworkenvironment,thisisarealityfor

manyGuardians,Ithink.Infact,it'sarealityformanynon-Guardianstoothesedays.Openofficeworkenvironmentshavebecomemorecommon,butstudiesincreasinglyshowpeopledislikeworkinginsuchenvironmentsandexperiencehigherlevelsofstressasaresult.12Andwhat'sstressfulforpeopleingeneralisoftenevenmorestressfulforpeoplewhoareGuardians.

KIM:Iknowwhatyoumean.AlthoughI'maprimaryPioneer(whichismoreextroverted),I'masecondaryDriverwithaScientistleaning(whichismoreintroverted).Iloveopen,collaborativespacesforbrainstorming,butforprettymucheverythingelseIliketobeawayfrompeopleinordertofocus.InGwen'scase,she'ssuchastrongGuardianthatsheclearlyalignswithIntrovertpreferencesuniversally,butformanypeople(likeme),theseextroversion/introversionaffiliationscanbemorecontextdependent.

Insomewaysthough,Gwen'schallengesgobeyondtheparticularcontextofthetasksshe'stacklingtoamorepervasiveculturalnorm.She'sworkinginacompanythatseemstohaveastrongworkingstyleofitsown,andthatstylesoundslikeacombinationofPioneerandIntegrator.Hercompany'scultureemphasizesinnovation,adaptation,collaboration,andotherdefiningcharacteristicsofPioneersandIntegrators.It'sperhapsnotsurprisingthenthatthesetraitsarehighlyvalued,andthatsheinturnfeelsundervaluedsinceherorientationisquitedifferent.

SUZANNE:AndGwen'snottheonlyone!OurresearchhasshownthatGuardiansarethemostunderappreciatedtype.Andit'snotonlyGuardianswhosaythat;theothertypesalsoacknowledgethatwhiletheperspectiveandtypeofworktypicallydonebyGuardiansiscritical,it'snotalwaysrecognizedorhighlyvalued.Whatifleaderscouldfindmorewaystoacknowledgetheimportanceoftheworkthatkeepsthetrainsrunningontimeandpreventsdisasterslargeandsmall,ratherthanputtingquitesomuchfocusonthosedreamingupthenextkindofnewtrain?

KIM:Greatpoint.Tobeclear,I'mcertainlynotsayingthatthere'snohopeforaGuardianlikeGweninanorganizationlikethis,butIdothinkittakestransparencyandactiverole-engineeringtoflipthiskindofsituationfromapotentialde-motivator(asitwasforGwen)toadistinctadvantage.Iworkedwithonecompanywhodidthisquitewell.TheyhadaleadershipteamdominatedbyPioneersandIntegrators,areasonablemirrorofthecompanycultureoverall.Astheywerebeginningtocompeteinhighlyregulatedmarkets,theyrecognizedthattheirorganization'sshoot-from-the-hipattitudemightnotservethemwellintothefuture.Theylookedaroundtheirgroup

andnoticedthatoneoftheirpeerswasasolidGuardian.Theyrecalledthathehadsteppedinanumberoftimesoverthepastfewyearstokeepthemfromstumblingintoholesorblunderingintodeadends.Healwayshadathoroughgraspofthedetailsunderpinninganydecision,andwasknownforhiswell-consideredperspectives.

Theymadehimtheirchiefoperatingofficer,andthentheywentonestepfurther.Theyaskedhimwhatheneededtobesuccessful.Hisanswer,notsurprisingly,was:clearobjectives,avoiceatthetable(whichmeantothervoicessometimeshadtobesilentandactuallylisten),andtheauthoritytomakedecisionsthatmightslowgrowthintheneartermbutwouldbeessentialforsustainablesuccess.

SUZANNE:Oh,yes…ifonlymoreleaderswouldsimplyaskpeople,“Whatdoyouneedtobesuccessful?”or,“Whatcanwedotomakeiteasierforyoutocontribute?”Notonlydoothersneedtosometimesbesilentandlisten,butGuardiansmightaskalsofortheopportunitytoprepare,inadvance,formeetings,brainstormingsessions,anddecisions.Guardiansoftenprefertoprocessinformationalone,inaquietsetting,wheretheycantaketheirtimeconsideringalltherelevantinformation,data,anddetails.Theytendtopercolateideasgradually,andifthey'reprovidedwiththeopportunitytodoso,theylikelywilldotheprework(unlikesomeofthetypeswholiketobemorespontaneous),andthey'llcomepreparedtoofferathoughtfulperspective.Then,theyneedthespacetoofferthatperspective,whichsometimesmeansothersneedtopipedownabit.

Allofthisissometimeseasiersaidthandone.Foronething,someoftheothertypesdon'talwaysdothingsthatfarinadvance.Theymayhavetomakeanextraefforttogetmaterialsreadypriortoasessionwhereadecisionneedstobemade,ortoshareanagendaoratleastatopicbeforeameetingorbrainstormingsession.Butit'sworthit,becauseit'sgoingtobringsomeofthequietervoicestothetable.

KIM:Itdoestakeconsciousefforttoaccommodatedifferenttypes.IconfessthatitpainsmeabittohavetodothekindofpreparationnecessaryformyGuardiancolleagues,butthat'swhereBusinessChemistrydiversitycanbeaboon.Insteadofmetryingto“beaGuardian”andthinkthroughallthedetailsthatmyoppositetypeswillneedtobesuccessful,IcallontheGuardiansthemselvestodefineaprocesstheythinkwillwork,andtoscheduleoutkeypreparationmilestonesinadditiontoactualmeetings.Havingthattimesetasideexplicitlyonmycalendarforcesmetothink

throughmaterials,agendas,orotherspecificstheyneed,inatimelinethatworksforthem,butitsparesmeneedingtotracktheoverallprocess.Itessentiallyparsesoutwhatisusuallyaveryfluidand(fromtheoutsideatleast)obscureapproach,intopredictableanddigestiblechunks.

NowsomemightarguethatI'mmakingextraworkfortheGuardians,butinmyexperiencethewholepointisthatGuardiansdon'tseethisasextrawork;theyseeitasnecessaryworkthattheyareuniquelywellsuitedtoprovide.Furthermore,theyseemtoappreciatehavingachancetospelloutwhattheyneedandwhentheyneedit,withthereassuranceofseeingthattrainofprogressmovingalongthetrack.

SUZANNE:That'skindofhowwedividedupresponsibilitiesforthisbook.I'vebeentheonetoownthetimelineanddeterminewhenwe'regoingtowritewhat,andtokeeptrackofthevariouspiecesthatneedtobeincorporatedintowhichpartofeachchapter.Ihaven'tmindedplayingthisroleatall;infact,Ihaveneededtobetheonedoingit!

OneoftheimportantsideeffectsofaskingaGuardiantodosomeoftheworkthey'rewellsuitedfor,andthatincreasesthechancesthey'llgetwhattheyneedtosucceed,isthatit'sagreatwaytoreinforceforaGuardianthatwhattheydoandwhotheyareisvalued.I'vealreadymentionedthatGuardianssometimesfeelunderappreciated,butit'snotonlythat.Ourresearchtellsusthey'realsotheleastlikelyofthetypestofeelsafesharingtheirideasandbringingtheirwholeselvestowork.Partofthismayjustbeduetotheirnaturalreserve—theytendtobeIntrovertsafterall.Butresearchhasshownthatpeoplewhofeeltheyneedtocoverupaspectsofwhotheyaretendtobelesscommittedtotheirorganizations.3Soifsomethingabouttheworkenvironmentismakingthemfeeluneasy,thiscanposearealchallengefororganizations.

KIM:Precisely,andwithoutthatcommitment,you'relikelytomissoutontheuniquecontributionsthatGuardians(andeachtypeintheirownway)canprovide.

SUZANNE:Yes,IthinkorganizationsoftenmissoutonthepotentialcontributionsofGuardians,forallofthereasonswediscussedabove,butalsobecauseoftheirdesiretogetpractical,whenothersarebeingtheoretical.OneGuardiantoldussheresentedtheroleofalwayshavingtobursteveryone'sbubblebypointingoutthattheirideasweretotallyimpracticalforamultitudeofreasons.WhileGuardiansthemselvesmayneedtoworkontheirsenseof

timingandthewayinwhichtheydeliverthismessage,whichwe'lldiscusslaterinthischapter,leaderscanalsoguideGuardianstomaketheseimportantcontributionsinwaysthatareevenmorehelpful(andpalatabletoothers).SupposeaGuardianwasaskedtoidentifyonlytheonemostcriticalpotentialproblem(ratherthantheendlesslisttheylikelyhave)andthentohelpsolveit.Wouldn'tthatbenefiteveryone?

That'saWrapWejustsharedaslewofideasforhowtocreateanenvironmentwhereGuardiansexcel,andwethoughtasummaryofthosepointsmightbehelpful.ButbewareofturningofftheothertypeswhilefocusingontheneedsofGuardians,becauseyouwanteveryoneelsetoexceltoo.SooursummaryincludessomesuggestionsforhowtokeepthingspalatableforPioneers,theGuardian'sopposite.

TomeettheneedsofGuardians TomakeitpalatableforPioneersProvideprework,data,andinformationinadvanceofadiscussionordecision.

Makeitoptional,notrequired,toreviewmaterialsinadvance.

Shareanagendapriortomeetings. Makeagendasflexiblewithsomespaceforopendiscussionsandoptionsshouldachangeofcoursebecalledfor.

Whenachangeisrequired,acknowledgethepotentialdominoeffectonthedetailsGuardianscareaboutandexplainwhythechangeisneeded.

Pioneerslikechangesothatshouldn'tbeaprobleminandofitself,butdon'tgothroughtheentiredominoeffect,justaddressthefactthatitexists.

Provideclearexpectationsincludingwhatsuccesslookslike.

Allowflexibilityinhowtoreachsuccess.

Offerworkspacesthatprovidepermissiontobealone,controlovertheenvironment,sensorybalance,andpsychologicalsafety.

MixquietworkspaceswithotherkindsthatarelikelytoappealtoPioneers,andallowpeopletochoosewheretheywork,atleastsomeofthetime.

AcknowledgethevalueoftheGuardians'work,whichofteninvolvesmoreinvisibletasksthatkeepthetrainsrunningontime.

Pioneersgetalotoflove;theycanprobablystandtosharesome.

trainsrunningontime.PipedownandlistenupsoGuardianshaveachancetoprocessanddon'tneedtofighttoenterthediscussion.

Consideridentifyingcertainpointsinameetingtomakespaceforquietvoicesandothertimeswhereafree-for-allisokay.

AskGuardianstohelpsolveanypotentialproblemstheyidentify.

AskGuardianstowaitabeatbeforeidentifyingpotentialproblems.

©2018.DeloitteToucheTohmatsuLimited

IfyouareaGuardianIfyou'reaGuardianorevenanothertypewhoseesabitofyourselfinGwen'sstoryortheconversationwe'vebeenhaving,youdon'thavetositaroundwaitingforsomeonetofixthesituationforyou—thereisplentyyoucandoyourself.

DipaToeinAmongthemanyprofoundsayingsattributedtoPlatoisthisone:“Wisementalkbecausetheyhavesomethingtosay,foolsbecausetheyhavetosaysomething.”We'dbetmostGuardianswouldagreewiththatsentimentandareverybusybeingwisemenandwomen,holdingbackonsharingtheirthoughtsuntilthey'reperfectlyformed.Butnoteveryoneisquitesowise,nordotheyallascribetothisprinciple.Instead,somepeoplewillassumethatifyoudon'tshareyourthoughts,youhavenothoughts.They'lljudgeyouasdisengaged,notleadershipmaterial,orevenasbeingnottoobright.Meanwhile,theconversationwillgobarrelingahead,leavingyourpartiallyformed,butpotentiallybrilliantthoughtsinthedust.ExecutivecoachEphraimSchachtersuggeststhatsuchreluctancetocontributetodiscussionsnegativelyimpactshowpeople,andparticularlyIntroverts,areviewed.AmongthereasonsheidentifiesforIntroverts'reluctancetoweighinduringmeetingsarethattheyhaven'tformedanopinionyet,theyfeeltheiropinionhasalreadybeensharedbysomeoneelse,ortheydon'tfeelit'ssafetosharetheiropinion.Ourownresearchbacksupthispoint.Inablogposttitled“The#1MistakeIntrovertedVPsMakeinMeetings”Schachtersuggeststherearewaystocountereachofthesebarrierswithoutgoingtooterriblyfaroutofyourcomfortzone.4Forexample,ifyou'renotyetreadytoshareanopinion,youcanstillcontributetotheconversationbyaskinga

question.Or,ifyoufeelsomeoneelsehasalreadysharedyourthought,youmightagreeandthenexpandonit.Thepointis,therearemanydifferentwaystocontributetoadiscussionthatwon'tmakePlatorolloverinhisgrave,andyourprofessionalreputationmaydependuponyourdoingso.

AskforitOnestrategythatmightmakeiteasierforyoutospeakupinameetingistoprepareinadvance.Spendingalittlebitoftimethinkingthroughthetopictobediscussedorthedecisionstobemade—evenjottingsomenotesdownaboutyourthoughts'canmakeahugedifferenceinyourreadinesstospeakoncetheconversationgetsgoing.Butofcourseyoucanonlydothisifyouknowinadvancewhatthediscussiontopicswillbe.Soask.Askwhoeverisrunningthemeetingforasmuchinformationinadvanceaspossible.Askwhatthetopicwillbe,butalsoaskwhethertherewillbeabrainstormingsessionandforwhatpurpose.Thenspendalittletimethinkingandbrainstormingalonebeforethemeeting.Isthererelevantdatathatyoucanreview?Doso.Arethereparticularexpectationsforhowthemeetingwillrun?SinceGuardianstypicallyvalueclearexpectationsmorethanothertypesdo,don'twaitforsomeoneelsetooffer—ask.

We'vefoundthatGuardiansaremorelikelythanotherstoexperiencestressandlesslikelytosaythey'reeffectivewhenstressed.Ifyou'reexperiencingalotofstress,itcanbehelpfultounderstandwhyyourexperiencemightbedifferentfromthosearoundyou,andthentoaskforwhatyoumightneedtomanageit.Inadditiontorequestingadditionalinformationsoyoucanbebetterpreparedformeetings,otherrequeststhatmighthelpyoureduceormanagestressmaybeaquieterormoreprivateworkenvironment(atleastsomeofthetime),limitsontheamountoffacetimeyouneedtoputin,flexibledeadlinessoyoudon'tfeelrushed,orfewerteam-basedprojectsandmoreindividualworktime.

ShiftYourMindsetWhileit'ssometimespossibletoreducestresslevelsbyalteringworkingconditionsorresponsibilities,it'softennot.Butthere'sstillsomethingyoucandotomakestressmorepalatable,andthat'stoshiftyourmindset.There'sevidencethatchangingyourmindsetaboutstressmaybeevenmorehelpfulthaneffortstoreducethatstress.5ParticularlyforGuardians,whoasIntrovertsmayexperiencethephysicalsymptomsofstressmoreintenselythanothers,onehelpfulexercisemaybetorelabelthephysicalfeelingsofstressassomethingelse,likeexcitement.Oneclassicresearchstudyshowedthatpeoplebothfelt

betterandperformedbetterinapublicspeakingexercisewhentheylabeledthebutterfliestheywerefeelingasexcitement,ratherthannervousnessorfear.6Anotherwaytoshiftyourmindsetaroundstressistouseyourstrongvaluestoyouradvantage.Whenyou'reinthemidstofastressfultime,spend15minuteswritingaboutyourcorevalues.Doingsoislikelytohaveseveraleffectsonyou,frommakingyoufeelmoreincontrol,toremindingyouthatthestressislikelytobetemporary,tonudgingyoutotakemorepositiveaction.InherbookTheUpsideofStress,KellyMcGonigalstatesthat“writingaboutyourvaluesisoneofthemosteffectivepsychologicalinterventionseverstudied.”7AndtheresearchMcGonigaloutlinessuggeststhatwritingaboutyourvaluesevenoncecanhavepositiveeffectsmonthsandyearslater,longafteryou'veforgottenaboutthewritingtaskitself.

BeaPositiveForceGuardiansaregreatatspottingmistakes,identifyingthecracksthatmakeanideaimpractical,andforeseeingwhatmightgowrongwithaplan.Indeed,manyGuardianscan'thelppointingsuchthingsout.Thisisavaluableroletoplay,butpeoplewon'talwaysloveyouforit,becauseitfeelslikeadowner.Youmaybepracticingwhat'scalleddefensivepessimism—spottingeverythingthatcouldgowrongsothatyoucanplanforit—andthiscanbeaneffectivewaytotameyouranxieties.8Theproblemis,thisapproachcansometimessaptheenergyandenthusiasmofothers.Ifyou'recommittedtothispractice,youmightcontinuewithit,butprivately.Alternatively,youcouldtrystrategicoptimismonforsize.Thispracticeinvolvesenvisioningthebestpossibleoutcomeandthenplanningupastormtomakethathappen.Bothinvolveplanning—theGuardian'sspecialty—butthetoneisquitedifferentandislikelytoimpactthosearoundyoudifferently.

Likewise,youmightattempttoalterthetimingandtoneofyourcritiques.Afree-rangingbrainstormsessionisnotthetimetopointouttheholesinsomeone'sidea.There'sareasonthatoneofthefundamentalrulesofbrainstormingistowithholdjudgment;fearofjudgmentcansquashcreativity.Wheninnovationisthegoal,asitoftenis,peopleneedspacetogetexpansivefirst.Oncethat'shappenedandmanyideasareonthetable,thereshouldbesometimefornarrowingthefocustothebestideasandconsideringtheirfeasibility.Eventhen,itcanbeusefultothinkabouthowyoucanexpandorbuildonanidearatherthantearingitapart.IntheirbookCreativeConfidence,DavidandTomKelleygivethisadvice:

Whenwedisagreewithsomeoneelse'sideawepushourselvestoask,‘Whatcouldmakeitbetter?’‘WhatcouldIaddtomakeitagreatidea?’Or’Whatnewideadoesthatspur?’Bydoingsowekeepthecreativemomentumgoinginsteadofcuttingofftheflowofideas.9

Theyalsofavorthelanguageof“Howmightwe…?”asanoptimisticwayofseekingimprovementsratherthandiscardingacreativeidea;forinstance,“Howmightwemakethisideaabitmorefeasible?”AnotheroptionispracticingIlike/Iwish,asin:“Ilikehowcreativetheideais…Iwishwecouldfindawaytomakeitlessexpensivetoimplement.”Giveitatry.

OpenupJustaLittlePeoplesometimesfeelthatGuardiansareclosedoffandhardtogettoknow.Whileeveryonehasarighttoprivacy,keepingtoyourselfcanmakeothersfeellikeyou'renotinterestedinthem.Plus,itreinforcesthestereotypethatGuardiansareboring.Ifpeopleneverhaveachancetolearntheinterestingthingsaboutyou,whatotherconclusionscantheydraw?We'renotsuggestingthatyouhavetostartsharingyourmostintimatehopesanddreamswithyourcolleagues,buttalkingabitmoreaboutyourfavoritehobbiesmightnotbeabadthing.Andwhileyou'reatit,youmightconsideraskingsomeoneelseabouttheirhobbiestoo.

RedFlag:AllEyesareLookingUpManypeoplemovethroughtheircareerslookingupward,tothenextrungontheladder.There'snothinginherentlywrongwiththat.Lotsoforganizationsexpectthiskindofupwardfocusandaredesignedtoenableandrewardit.Infact,insomeorganizations,theset-upismorelikeanescalatorthanaladder;aslongasyou'redoingarelativelygoodjobthere'sanaturalmomentumthatwillautomaticallycarryyouup,atleasttoapoint.Butwhenyou'relookingfortheenvironmentthatbestsuitsyou,whereyoucanmakeyourgreatestcontributiondoingworkyou'refullyengagedin,thatplaceisnotalwaysatthetopoftheladder.ThisknowledgeisreflectedinourfindingthatGuardians(alongwithIntegrators)arelesslikelythanPioneersorDriverstosaytheyaspiretobeleaders.OfcourseGuardianscanandoftendomakegreatleaders,butit'simportanttorecognizethatifyou'dprefertocontributeinotherways,youmayhavetoactivelysearchforsuchanopportunity.

Youmightaskyourselfwhetherthebestfitforyouisinyourcurrentrole,onyourcurrentteam,oreveninyourcurrentorganization.Asoneexample,weknowGuardians,inparticular,oftenaspiretobeinanexpertrole.Areyouinan

knowGuardians,inparticular,oftenaspiretobeinanexpertrole.Areyouinanorganizationthatvaluesandrewardsthattypeofrole?Guardiansalsovaluework–lifebalancemorethantheothertypesdo.Doesyourcurrentsituationallowyoutomaintainthetypeofbalanceyouwant?Ifnot,youmightwanttoevaluatewhetheryoushouldattempttoflextoimproveyourfitwithinanenvironmentthatdoesn'tsuityou,orwhetheryou'rebetteroffsearchingforonethatwillsuityoubetter.

References1.Kim,Jungsoo,andRichardDeDear.“WorkspaceSatisfaction:ThePrivacy-CommunicationTrade-OffinOpen-PlanOffices.”JournalofEnvironmentalPsychology36(December2013):18-26.doi:10.1016/j.jenvp.2013.06.007.

2.Zeiger,Mimi.“SteelcaseAndSusanCainDesignOfficesForIntroverts.”Fastcodesign.comJune13,2014.

3.Yoshino,KenjiandChristieSmith.“UncoveringTalent:ANewModelofInclusion”(report).TheLeadershipCenterforInclusion,DeloitteUniversity.NewYork:DeloitteDevelopmentLLC,2013.

4.Schachter,Ephraim.“The#1MistakeIntrovertedVPsMakeinMeetings|LinkedIn.”CSuiteAccelerator.March2016.http://csuiteaccelerator.com/.

5.McGonigal,Kelly.TheUpsideofStress:WhyStressIsGoodforYou,andHowtoGetGoodatIt.NewYork:Avery,2015.

6.Brooks,AlisonWood.“GetExcited:ReappraisingPre-performanceAnxietyasExcitementwithMinimalCues.”JournalofExperimentalPsychology143(June2014):1144-58.doi:10.1037/e578192014-321.

7.SeeNote5.

8.Norem,JulieK.,andNancyCantor.“DefensivePessimism:HarnessingAnxietyasMotivation.”JournalofPersonalityandSocialPsychology51,no.6(1986):1208-217.doi:10.1037//0022-3514.51.6.1208.

9.Kelley,Tom,andDavidKelley.CreativeConfidence:UnleashingtheCreativePotentialWithinUsAll.NewYork:CrownBusiness,2013.

DriversinHell:HowtoStopKillingTheirPotentialPictureifyouwillaDriver,we'llcallherDana,whoworkedinabuildingfilledwithrowafterrowofglass-frontedoffices.Thedeskinherownfishbowlofficewasinstalledinsuchawaythatshecouldn'thelpbutfacethehallway.Shehatedthatsetup.Peoplewouldcasuallywalkby,andiftheyhappenedtomakeeyecontactwithhertheyseemedtoseethatasanopeninvitationtocomeinandinterruptherwithsmalltalk,eventhoughshewasclearlybusy.Shetriedtokeepherheaddownaspeopletrolledoutside,butsadlythatdidn'tseemtobeasufficientdeterrent.

Dana'sworkwascomplex,andshefeltlikeeverytimeshebegantogettractiononthechallengeathand,she'dbeinterrupted.Oftenitwassomeonefromanotherbusinessgroupwho“justwantedtosayhi”butwhowouldthenproceedtosayfarmore,hopingDanawouldjoininthegossiping.Danajustwantedtogetbacktoherwork.Shecouldn'tbelievepeopledidn'tnoticehertotallackofinterestinthetopic,andinfurtherconversation.Othertimesherdirectreportsmightpopintotalkaboutsometroubleoranother.Inthesesituations,Danawashappytoprovideheropinion;theissuewasthatevenaftershegavethemexplicitadvice,theyoftenkeptwafflingbetweenoptionsandrepeatingthesamelitanyofconcerns.Iftheydisagreed,whydidn'ttheyjustcomerightoutandsayso?Oriftheydidn'treallywantasolutiontotheirproblems,whyweretheybotheringtoaskforherhelp?

Giventhishistoryofdisruptionstoherproductivity,Danawasparticularlyirritatedwhenshewasaskedtojoinanimpromptuteammeeting.Hergroupmetallthetime,ostensiblywithanagendathoughnooneseemedtosticktoit.TheyrarelyhadwhatDanawouldconsidertobearealdiscussion.Everyonewaspolite,andsoftenedeachmessagesothatnoonewouldhavehurtfeelings.WhenDana,incontrast,saidanythingdirectorevenmildlyconfrontational,thegroupwouldlookatherasifshe'djustkickedapuppy.Anditkilledherthatthey'dtalkandtalktothebrinkofadecisionbutneveractuallymakeone.

Thisparticularmeetingstartedoutnodifferently.Lateofcourse,becausehalftheteamdidn'tgetthereontime.Andthenevenlaterbecausethefirstfiveminuteswerespentoohingandahhingoveracolleagues'vacationphotos.Danahadnothingagainstspectacularscenery,butshehadotherthingssheneededtobedoingwithhertime.Whentheyfinallystartedthemeetingthoughsheperkedup,becausethetopicwasameatyone:therolloutofacustomerengagementsystem.

Unfortunately,herbriefsparkofinterestquicklyturnedtodisbelief,thendisdain.Thenewsystemwasintendedtosupporteachcustomer'suniqueneeds;thatmeantthattheteamssupportingeachcustomerwouldhavenostandardmetricsortargets.Rather,eachteamwouldreceiveahighlevel“progressreport”(anameDanafoundeuphemisticsincewithouttargets,howwouldtheyknowiftheywereprogressing?)basedonaself-evaluationgeneratedbytheteammembersthemselves.Thenewsystemhadnorigorousprocess,noconsiderationofhowthesystemmightbegamed,nocomparativescorestorankoneselfby,andnologicforhowthe“progressreports”wouldtranslateintoindividualcompensationandpromotiondecisions.Danawasappalled.Worseyet,hercolleaguesseemeddelighted.Theyweretalkingabouthowrefreshingitwastofocusoncustomersasindividualsratherthannumbers,andonhowthissystemprovidedsomuchflexibilityfortheteam.WhenDanapointedoutsomeoftheobviousflawsinthesystem,theyaccusedherofnotbeingateamplayer.Danahadhadenough.Shewentbacktoheroffice,andwroteascathingblogpostaboutidiotleadershipunderheranonymizedhandleDomin8.Thenshewroteanemailtoherteamleaderregardingthenewcustomersystem,sayinghercustomerhada“uniqueneed”tohaveheronlineandavailableatalltimes(afterall,ifyouhavetojointhem,beatthem).Shebeganmulti-taskingineverymeetingfromthenon.

Let'sTalkAboutitAswebeginourconversation,rememberthatKimisaPioneer-Driver

Aswebeginourconversation,rememberthatKimisaPioneer-Driver(specificallyaScientist)andSuzanneisaGuardian-Integrator(specificallyaDreamer).

KIM:Here'sawomanwhoclearlyjustwantstogetherworkdone,andwhoalsoclearlydefinesherworkobjectivesasthespecifictasksonherlisttocomplete.AsaDrivershe'sgoingtobeputoffbyanythingstandinginthewayofherobjectives,buttheseinterruptionssheexperiencesareparticularlyannoyingbecause,fromDana'sperspective,they'repointless.Shedoesn'tseethevalueinhobnobbingwithofficemates.Shedoesn'tseethevalueinplayingdesk-chairtherapisttoherreports.Shedoesn'tseethevalueinkumbaya-ingwiththeteam.Whatshedoesseeisanaccumulationofwastedtimethatcouldhavebeenputtobetteruse.

SUZANNE:YesIthinkyou'rerightthatDanadoesn'tseethevalueofthesethings,butthatdoesn'tmeanthey'renotvaluable.WhatDanaismissingisthefactthatdoingalittlebitofhobnobbingandsoon,couldactuallyhelphergetherworkdoneandmeetherobjectives—atleastassumingsheneedsanyoneelse'sparticipationintheprocess.Playingtherapistandsingingabitofkumbayawithpeoplebuildsconnection,trust,andloyalty.

Butputtingthatasideforaminute,itstillmakesDanafeellikeshe'snotabletoaccomplishwhatsheneedstoandthisobviouslyfrustrateshertremendously.Whenthere'saDriveronateamitbecomesparticularlyimportantforaleadertobethoughtfulabouthowtimeisspentwhenpeoplearebroughttogether.Thatdoesn'tmeanthereshouldneverbetimeforsocializingorabitofwater-coolertalk,butmaybethefirst10minutesofa2:00meetingcouldbeusedforgatheringandoptionalcatchingup,withtheofficialbusinessathandcommencingpromptlyat2:10.Alternatively,aleadercoulddiscusswithaDrivertheobjectivesbeingaddressedduringthatsocializingtime,suchas“buildingconnection,trust,andloyaltysothatourteamworkstogethermoreefficientlyandeffectively.”

KIM:Yourpointisagoodone.Oftenpeople(ofalltypes)feellikethebenefitsofcertainactivitiesaresoobviousthattheyshouldgowithoutsaying,butthefactisthosebenefitsmightnotbeobvioustopeopleofdifferingBusinessChemistrytypes.Ithelpstoexplicitlystatetheintent,ideallyinawaytowhichtheothertypescanrelate.Adirectmappingof“we'regoingtodox”tothedesiredoutcomeof“y”createsasortofRosettaStoneforpeople.Inthiscaseit'sbeingexplicitwiththeDriverabouttheimportanceofbondingtocreatemoreintegratedteams.Inanothersituation,itcouldbetellingaPioneerthatit'simportanttohaveaquantifiablebusiness

caseinordertosecurestakeholdersupportforthebigidea,ortellingaGuardianthatit'sessentialtochangecourseinordertomitigategreaterriskinthefuture,ortellinganIntegratorthattoughdecisionshavetobemadeintheneartermtosupportdesirablelong-termoutcomes.

SUZANNE:Ithinkthisisaperfectexampleofhowaleadercansometimesrespondtothediverseneedsofvarioustypeswithoneuniversalstrategy—inthiscase,communicatingaboutwhythingsarehappening,withaspecificfocusonthekindsofoutcomesthattypeislikelytocaremostabout.

KIM:Exactly.ForDriversthistranslationcanbeparticularlyimportantbecausetheabilitytowalkinsomeoneelse'sshoesandseethingsfromanother'spointofviewmaynotcomenaturally.Danaherselfdoesn'tneedtotalkthingsoutwhenshehasaproblem,andsoshedoesn'trecognizethatneedwhenit'sinfrontofherwithherdirectreports,forinstance.Sheassumespeoplearelookingforanswerstotheirproblems(whichiswhatshewouldwant),versusdesiringtodissectthesituationitself.She'sprobablynotpickinguponsomeofthesubtlesignals,bothverbalandnon-verbal,thatwouldhelpclueherin.Herdirectreportcouldhavebeenmoreexplicitandsaid,“I'dreallyliketotalkthroughthiswithyoutobetterunderstandthesituation.I'mnotlookingforasolutionyet,Ijustwanttouseyouasasoundingboardformythinking.”Danastillmightnothaveenjoyedthattypeofdialogue,butatleastshewouldn'thavehadtheaddedfrustrationofnotunderstandingthepurposeoftheconversation.

SUZANNE:That'sareallyhelpfulsuggestion.Danaisclearlyabitbaffledbywhatherpeoplewantandneed,andshe'snotaloneinthat.Asyousuggest,Kim,takingawalkinsomeoneelse'sshoesisn'talwaysnaturalforDrivers.Infact,thecriticismsofthistypegosofarastoaccusethemofhavingatouchofmindblindness(aninabilitytounderstandthethoughtsandfeelingsofothers).WhileDriverstypicallydon'tliketothinkthere'sanythingthey'renotgoodat,thosewhoworkwiththemmightfindtheDrivers'stylemorepalatableiftheychalkituptonotunderstandingothers,asopposedtonotcaringaboutothers.Byallmeans,ifthere'ssomethingthatmightbehelpfulforaDrivertoknowaboutwhatyouthinkorfeel,goaheadandtellthem.Justkeepitshort,becauseDriversappreciatebrevity.

KIM:We'vebeendiscussingtheimportanceofbeingclearwithDriversinthecontextofunderstandingotherpeople'sneeds,butclarityisimportanttoDriversingeneral.YouseewithDana'ssituationthefrustrationshefeelsabouthavinganewcustomerengagementsystemthatdoesn'thaveexplicit

goalsandmetrics.It'sasubjective,qualitativesolutionforasituationsheclearlyfeelsneedstobemorecutanddry.Shefindsthisparticularlyproblematicinpartbecauseitseemsillogicaltoher.Butmoreimportantly,it'snotcleartoherhowthesystemwillrelatetoherindividualgoalsandperformance.

Driversinparticularneedtohavecleargoalstoshootfor.AswesharedinChapter10,Drivers,morethananyothertype,aspiretobehighperformers.ForaDriverbeinginthatcategoryeithermeans:1)hittingallthecriterialaidoutforwhatittakestobeinthecategorylabeledhighperforming,or2)performingbetterthanothersonarelativescale,thusendingupinthehighportionofthecurve.FromaDriver'sperspective,ifyoudon'thaveeitherofthesethings,howdoyouknowyou'redoingwell?Furthermore,havingexplicitgoalstostrivefor,andafieldinwhichtocompete,ismotivatingforDrivers.Itspursthemtopushfortheirbest.It'snotsurprisingthereforethatwhentherewasambiguityandsquishinessinherentinthenewsystem,itnotonlydroveDanacrazy,butalsocompelledhertoestablishherownmetricforsuccess:beingabletogamethesystem.

SUZANNE:Ithinkit'saveryinterestingquestiontoponder—howdoyouknowyou'rethebestifyoudon'thaveameasurementoranobjectivewaytocompareyourperformancetoothers?Someoftheothertypescareless,butforDrivers,withtheircompetitivenatures,thiskindofthingmatters.So,inthiskindofenvironment,what'saleadertodotokeepaDriverengaged?Foronething,there'snoreasontherecan'tstillbeveryclear(andchallenging)goalssetandprogressagainstthemexplicitlymeasured.Furthermore,theremightstillbesomeelementofcompetitionorcomparativemetricsofakindintegratedintoparticulartasksandprocesses,evenifit'snotpartoftheoverallperformancemanagementsystem.SmallcontestsovertimecouldgiveDriversevenmoreopportunitiestobesteachotherandeveryoneelse.

KIM:ThisremindsmeofateamIworkedwith,comprisedlargelyofDrivers.Thetop-levelmanagersweresiloedbygeographyandhadahistoryofcompetingwithoneanother,eachtryingtomaximizetheirindividualterritories.Unfortunately,thiswassuboptimalforthegroupasawhole.Inordertotrytogetthemtoworktogethermoreeffectively,theirleaderhadimplementedanewperformancesystemthatemphasizedcollaborationandsharedgoals.Atfirstitwaschaos;themanagersdidn'tunderstandwhattheywereshootingforandhowtoshowthattheywere“thebest”.Toaddressthis,theleaderandIestablishedawaytoharnesstheircompetitivespiritbutre-

orientitinaproductivedirection.Forthethingsthemanagersdirectlycontrolled,wesetGoldilocks-styleranges;theyneededtohitrightinthemiddle,nottoomuch,nottoolittle,butjustright.Forthesewemeasuredthemagainsttheirpersonalbest,sothecompetitionwaswiththemselvesversusagainstotherpeopleinthegroup.Forthegroup-levelmetricstowhichtheycontributed,wesetanindustrybenchmark,soasateamtheywerestrivingtobeattheexternalcompetitionratherthanunderminingoneanother.

SUZANNE:Theotherbeautifulthingaboutthiskindofsolutionisthatthevarietyinitincreasesthatchancethatitwillworkformoreoftheothertypesaswell,notonlytheDrivers.GuardiansandIntegrators,particularlyDreamers,tendtobemoreintrinsicallymotivated,sothemeasurementagainstapersonalbestmayworkevenbetterforthem.Thisdirectlyhitsthetargetforourdefinitionofagreatsolution—onethatmeetstheneedsofseveraltypeswithoutturninganyoftheothersoff.

KIM:Yes,theconsistentproblemweseeisthatleadersoptimizeforonetype,eitherinadvertently(usuallydoingwhateversuitsthemselvesbest),orexplicitly(cateringtoanarrowsetoftraitsthathavebeenlabeledvaluable).Neitherapproachreallyunlocksthefullpotentialofaleader'shumanresources,however.Asyousay,thebestapproachisonethatcandrawinallthestylesandpositionthemtotheirbestadvantage.

Weshouldalsocomebacktothepointabouttheofficesetupsince,aswe'vementioned,poorlydesignedworkspacescanbeaproblemforalltypes.Foronereason,what'sconsideredessentialinaspacewillvarydramaticallybytype.Andsincepeople'sworkingstylepreferencescanbeamixofintroversionandextroversion,designingspacetosuitoneortheotherisanoversimplification.Drivers,forinstance,tendtocarelessabouttheaestheticsofaspaceandmoreaboutitspracticality.IworkedwithoneDriverCTOwhosefavoriteplacetoworkathomewasanookhehadcarvedoutunderthestairs(hiswifeteasinglycalledithishobbithole).Itwascrampedandcluttered,buthedidn'tcare.Itwasperfectforhimbecauseitallowedhimtoimmersehimselffullyinthechallengeathand,freeofinterruption.

SUZANNE:Inanyofficewitheitheranopen-spacesetuportheglass-fishbowlsituation,interruptionsareaprettycommonoccurrence,soaleadermightwanttocheckintounderstandhowpeople(ofanytype)arebeingimpactedbythem.InterruptionsclearlybotherDana,notbecauseshe'santisocial(okaymaybesheisalittlebit,atleastintheoffice ),butbecauseitkeepsherfromfocusingonhercomplexwork.MustDanahavethis

particularoffice,ormighttherebeonebettersuitedforherworkingstyleandthetypeofworkshe'sdoing?Mightasystembeputinplacewherearedsignonthedoormeans“busy—pleasewalkrightonby”andagreenonemeans“stillbusy,butstopinifyoumust”?MaybeDanacouldagreetokeepthegreensignupforatleastoneortwohoursadaysopeoplefeelshe'savailable?Alternatively,Danamightenjoythegiftofagiantfern,whichcouldbestrategicallyplacedastoscreenherabitfromtheoutsideworld.

KIM:Idon'tknowifIwouldgosofarastorecommendhidingbehindplants,butIdoagreethataclearsignalliketheredandgreensignscouldhelp.Obviously,havingasignalhasthedirectbenefitofindicatingaperson'sstateandgivingthemsomecontroloverinterruptionsandinteractions.Theadditionalbenefitisthatitvalidatestheneed.IfDanawerehidingbehindaferntoavoidtalkingtopeople,itwouldbeeasyforotherstostartthinkingofherasunfriendly,antisocial,andnotateamplayer.Peoplewilllabelthebehaviorasundesirableandunproductive,whereasthecontraryistrueinDana'scase!

Ifinsteadyouestablishasystemofsomesort(liketheredandgreenindicators),youpubliclyacknowledgethatpeoplehavedifferentneeds.PeopleknowthatwhenDanahastheredsignalon,it'sbecauseshe'sreallycrankingonsomething.It'sasignofproductivity,notreclusiveness.

SUZANNE:Notthatthere'sanythingwrongwithreclusivenesssomeofthetime(saidtheGuardian-Dreamerwhoworksalmostexclusivelyfromhome),butIgetyourpoint.NowIwanttosteerustowardanotheraspectoftheDriver'sstylethatpeopleoftenmisinterpret—theirdirectness.WeonceaskedpeopleforalistofwordsthatdescribethisaspectoftheDriver'sstyleandpeopledidn'tholdback(whichseemsfair,sinceDriversrarelydo).Amongthemanydescriptorswerethese:rude,abrasive,harsh,brusque,cutting,cold,andmean.PeoplewhoarehurtoroffendedbyaDriver'sbehaviorofteninterprettheirapproachthroughthislens.Drivers,however,oftenexplaintheirdirectstylebysayingthey'rejusttryingtobeclearandefficient.

Ifwe'regoingtoexpectDriverstotryhardertounderstandhowothersthinkandfeel,thenweshouldallbedoingthesame.ItmighthelptothinkofyourtypicalDriverasaporcupine—cuteright?Butalsosometimesabitfrightening.ThenexttimeyoufeelthestingofaDriver-launchedbarb,takeaminutetoaskyourselfabouttheirintent.Whileinjuringyoumayhavebeentheoutcome,wasitreallythegoal?WhiletheDriverscanworkontryingtolaunchfewerbarbs,othersshouldrealizethatthey'reworkingagainsttheir

launchfewerbarbs,othersshouldrealizethatthey'reworkingagainsttheirporcupinenature.Socanyoumaybealsoworkongrowingaslightlythickerskin?Orperhapsdonasuitofarmor?

KIM:Absolutely.InordertotapintothefullpowerofBusinessChemistry,thereneedstobemovementonbothsides.Anindividualcanonlyflexsofar,forsolong.Asavisual(foryouPioneersandIntegratorsinparticular),imagineasmalltablewithapostateitherend.You'retryingtobridgethedistancebetweenthemusingarubberbandwrappedaroundeachpost.It'sreallyhardtopullonerubberbandallthewayacrosstotheotherpost.Evenifyoumanagedtogetthere,you'dbeputtingsuchstrainonthebandthatitwouldeasilysnap.Ifinsteadyoupulledeachrubberbandtothemiddleandconnectedthem,you'dstillachievethedesiredresult,butwithlessofaburdenoneachoftherubberbands.Toyourpoint,theDriverneedstobecarefulaboutthebarbs,butthatcanonlygetushalfwaythere.Theotherpartiesneedtomeettheminthemiddle.

SUZANNE:Gettingbacktothosespikyporcupines,haveyoueverreadoneofthosearticlesabouthowtosurviveanattackfromvariouswildanimals?Withsomeyoushouldcurlintoaball,withothersyoushouldmakeyourselfbigandyell,andwithstillothersyoujustdon'thaveashotatall.(Ijustreadonesucharticlewhichsuggestedyouhave“zerooptions”ifacrocodileambushesyoufromariverbank.)Incidentally,itturnsoutthatporcupinesareactuallyherbivoresandunlikelytoattackhumansunlesstheyfeelthreatened,whew.ButwhenitcomestothespecieswecalltheDriver,therearesomeusefulsurvivaltechniquesyoucantry.AndreallyIdon'tmeantosuggestthatDriversarealwaysontheattack—butflexingtotheirstyleandcommunicatingabitdifferentlyislikelytomakeyourworkingrelationshipwiththemmoreeffectiveinanykindofsituation.ThemagicstrategiesofwhichIspeakareessentiallytobeclear,concise,andconfident.Driversdon'twanttowadethroughabunchofconvolutedorindirectstatements;theyliketomovefast,andtheycansmellfearamileaway.

KIM:SinceI'mmarriedtoaDriver,andthat'smysecondarystyle,I'mentertainedbyyourideaoftreatingthemlikewildanimals,andplantoapplythatphilosophyinourhouseholdimmediately .Butinallseriousness,thesurvivalstrategiesyousuggestcaneachbeeffectivewithDrivers,butthedifferentapproacheswillyielddifferentresults.Ifyou'rejusttryingtosurviveandnotbemauled,curlingintoaballisdefinitelythesafestpathforward.I'veseenplentyofseniorexecutivesplacatingdifficultDrivers,justtoavoidabattle.Andtheylivetofight(orcurlup),anotherday.Indeed,ifyou'rean

innocuousenoughball,youmighteventriggertheprotectiveinstinctofaDriverandbecomepartoftheirterritory.They'llmoveontootherpreyandleaveyoumoreorlessalone,butyou'redefinitelyconsideredanotchbelowthemonthepowerstructureatthatpoint.

Ifinsteadyouwantrespect,thebeststrategyinmyexperienceisthehold-your-ground-and-be-fiercepath.Youcanbefiercethroughstrongacommitmenttoyourfact-basedposition,bytheway,it'snotjustsoundandfury,signifyingnothing.Belikeahoneybadger.Justremember,honeybadgerscantakeaswellastheygive,sobepreparedtoearnsomescars.Thegoodnewsis,thosezero-optionssituationsarerare.Ifyoudoendupinone,gooutfighting.ADriverwillrespectyouforthat.

That'saWrapWejustofferedanumberofideasforcreatinganenvironmentwhereDriversexcel,andwethoughtasummarymightbeuseful.ButbecarefulnottoturnoffotherswhilefocusingontheneedsofDrivers.Surelyyouwantallthetypestothrive.OursummaryincludessomeideasforhowtokeepthingspalatableforIntegrators,theDriver'sopposite.

TomeettheneedsofDrivers TomakeitpalatableforIntegratorsTimeboxsocializingtime,makeitoptional,orexplainwhyit'svaluable.

Doprovidetimeforsocializing!

Explainwhatyouandotherswantandwhyyouwantit.(Driversmaymisssubtleties.)

CoachDriversinhowtoaskempatheticquestions.

ProvidewaysforDriverstomeasuretheirsuccess.

Makesystemsflexible,notallaboutcompetingwithothers.

OfferpracticalworkspaceswhereDriverswon'tbedisturbedmorethannecessary.

CreatesystemsandsignalsthatindicatethebesttimestodisturbaDriver.

Don'toveracttotheDriver'sbrusquestyle.

EncourageIntegratorstofocusonlikelyintentratherthanstyle.

Beclear,concise,andconfident.

AskIntegratorstoconsiderhowtheycanbeclearandconcisewhilealsobeingdiplomatic,todisplayconfidencewithoutbravado.

todisplayconfidencewithoutbravado.

©2018.DeloitteToucheTohmatsuLimited

IfyouareaDriverAlrightDrivers,somaybeyoufeelfrustratedaboutsomeofthewaysinwhichyourworkenvironmentorthepeopleonyourteamseemtobeinterferingwithyourprogress.Herearesomethingsyoucandoaboutit.

BeNiceIfyou'rereallyaDriver,chancesareyoureyesmightrollabitatthatadvice.We'dwagerthatbeingniceisprobablynotatthetopofyourlistofgoals,butjuststickwithusforamoment.Haveyouevergottenfeedbackthatpeoplethinkyou'reoverlydirect,toobrusque,orevenkindofmean?Perhapsnoone'sbeenbraveenoughtogiveyouthatfeedback,butyou'venoticedthatpeoplescatterwhentheysenseyourapproach?Driversaren'talwaysawareofhowtheirstyleimpactspeople,ortheydon'tunderstandwhyothersrespondinaparticularway.Theysometimesthinkothersareoverlysensitiveandshouldgrowathickerskin.

Ifyouworkwithpeoplewhoaren'tDrivers(andwhodoesn't?)alittlebitofnicecangoalongwaytowardgettingwhatyouneedfromthem.We'renotsayingthatyoushouldavoidtellingthetruth.Rather,spendamomentthinkingabouthowwhatyou'reabouttosaymightmakesomeoneelsefeel,andwhetherthere'sawaytosayitthatwouldmakeiteasierforthatpersontoreceive.MaybetakeanotefromIsaacNewton,whooncesaid,“Tactistheartofmakingapointwithoutmakinganenemy.”

Tryadoptingsomesmallhabitstostartandthenbranchoutfromthere.Forexample,beforepressingsendonanemail,gobackuptothetopandaddamorepersonalgreetingorquestion.Somethinglike,“Ihopeyouhadagreatweekend”or“Howwasyourfishingtrip?”atthebeginningofamessagecanshiftthetonequiteabit.Then,gototheendoftheemailanddothesame;addathankyouormaybesomethingslightlymore,like“Ireallyappreciatetheeffort”or“Thanksinadvance.Yourcontributionalwaysmakesourworkbetter.”Itdoesn'ttakemuchtohaveasignificanteffect.

GetaSecondOpinionWe'veworkedwithanumberofDriverswho'vebeensurprisedwhentheygotnegativefeedbackabouttheirstyle.Theyjustweren'ttunedintohowtheywere

negativefeedbackabouttheirstyle.Theyjustweren'ttunedintohowtheywereimpactingpeople(inspiteofseveraloccasionswhenanotherpersonendedupintears),andtheyweren'tawarethathowtheywereactuallycomingacrosswasdifferentfromwhattheythoughttheywereprojecting.Ifyou'rebaffledbyhowpeoplerespondtoyou,itmightbeagoodideatoasksomeoneforhelp.

WesuggestedoneCIOworkwithanexecutivecoachafterreceivingpoorreviewsfromhisteam.WhiletheCIObelievedthathewasprovidingcleardirectionandfeedback,hisreportsfeltthathewascriticizingthemandunderminingtheircredibility.ThecoachaskedtheCIOtore-enactatypicalinteractiononfilm.Whenhewatchedhimself,theCIOwasshocked.“I'mmakingsuchanangryface,”hesaid,“Ihadnoidea.”Thecoachalsopointedoutthatthespecificwordsheusedmadehimsoundaccusatoryandjudgmental.Theypracticedcommunicatingthesamemessagesubstitutingdifferentwords.

Perhapsyoudon'thavethebenefitofanexecutivecoach,andyouprobablydon'twantsomeonefollowingyouaroundallthetimefilmingwhatyoudoandsay,butitcanhelptooccasionallyasksomeone(whoisnotaDriver)fortheirperceptionofaspecificinteraction,ortheirsuggestionsforhowtoadapt.Justremember:Ifyou'regoingtoask,donotimmediatelyarguewithwhatsomeonetellsyou!

WalkinTheirShoesNowwe'regoingtotakethis“benice”thingtoawholenewlevel.We'retalkingaboutempathy.Empathyisapowerfultooltoengagemoreeffectively.ItmaynotcomeasnaturallytoDrivers,butitcanbelearned.Thefirststepistofigureoutwheresomeoneelseiscomingfrom.AsaDriver,youprobablyaren'taspronetointrospectionassomeoftheothertypes.Sinceyou'renotspendingtimeevaluatingyourownfeelings,you'reevenlesslikelytospendtimeevaluatingothers',whichmeansyoumightneedtodigdeepertoreallyunderstandwhat'sgoingonwiththem.Ifyou'restrugglingtounderstandpeople'sfeelingsandmotivations,trywhatwecall“TheToddlerChallenge.”Askthequestion“Why?”fivetimesinarow.RULESOFENGAGEMENT:youcannotrespondtothewhyquestionwithanythingintheveinof,“Becauseit/theyarestupid.”Insteadyouneedtoplaythesleuthandassumethereisalogicalexplanationforwhat'shappening;youjustneedtodiscoverit.

Forexample,usingDana'ssituation:

DANA:“I'mannoyed.”

Why?#1

DANA:“Ikeepgettinginterruptedandit'snotevenforanythinguseful.”

Why?#2

DANA:“Becausepeoplearealwayscomplainingtomeabouttheirproblemsbuttheydon'tseemtowantsolutions.”

Why?#3

DANA:“Becausetheywanttowastemytime.”[BUZZER–violatesrulesofengagement.TRYAGAIN]

Why?#3redo

DANA:“Isupposetheygetsomethingoutofthecomplainingitself.”

Why?#4

DANA:“Maybeithelpsthemreachasolutionontheirown.”

Why?#5

DANA:“Probablybecauseinthecourseofcomplaining,theyenduptalkingthroughthedetailsoftheproblemandlayingoutthevariousperspectives,andthathelpsthemworkitout.”

Nowwe'regettingsomewhere.Insteadoffeelingfrustratedthatpeoplearewastinghertime,Danahasnowdeducedthatpeoplearesimplytryingtoworkouttheproblemontheirownbytalkingitthroughwithher.Thatactuallysoundslikeaprettygooduseofhertime!

Onceyougetinthehabitofasking“Why?”youprobablywon'tneedtheformalityoftheToddlerChallenge.You'llhavetrainedyourselftoseekmoreinsightfulmotivesratherthanjumpingtoconclusions.

Understandingwheresomeoneiscomingfromisthestartofempathy.Nextyouneedtoshowthatpersonthatyouunderstand.Youcanbeginbyaskingthemquestions:Howdidthatworkout?Wereyouworried?Whatwereyouhopingwouldhappen?Thenyoucanmakestatementsthatdon'ttrytosolveaproblembutthatsimplydemonstratethatyouarelisteningandrecognizetheunderlyingfeelings.Trysentenceslike:“Itsoundslikeyouwerereallyfrustrated,”“Thatmusthavebeenreallydisconcerting”,or“Iimaginethatfeltgreat.”

AllAboard!?OnceaDrivergetsfocusedonagoaltheytendtomovequicklytowardit,puttingalltheirenergyintoitspursuit.Butaswementionedearlier,onedanger

puttingalltheirenergyintoitspursuit.Butaswementionedearlier,onedangerforaDriveristhattheycanendupdrivingabuswithnooneonit.Inotherwords,theymightbebarrelingaheadinthepursuitofagoalwithoutrealizingthatsomewherealongthewaythey'velostsomepeople.It'sagoodideatocheckinwiththeteamalongtheway,tomakesureeveryoneelseisstillmovingalongaswell.Oneideaistoschedulearegularcheck-inwiththeteam.Tomakethatmeetingmorepalatabletoyou,haveitbeaquickstand-upmeeting,orafocusedscrum.Comepreparedwithsomestandardquestionslike,“Isthegoalstillclear?”“Haveanynewroadblockspoppedup?”“Haveanynewconcernsarisen?”

Thedisconnectcanoftencomeattheindividualratherthanteamlevelthough.AsaDriver,you'reprobablylikelytoaskforwhatyouneedinordertogetajobdone,butnoteveryoneissodirect.Takesometimetoaskwhatpeopleneed.AGuardianmayneedclearexpectations.AnIntegratormayneedcontext.APioneermayneedsomeroomforcreativity.Peoplewon'tnecessarilytellyouthesethingsunlessyouaskdirectly,andsincedirectnessisastrongDrivertrait,goaheadandask!

GetaSidekickAttheendoftheday,youmaynotbeable,orwilling,tobendbeyondacertainpoint.Luckily,youmightnotneedto.JustlookattheleadershipranksofmanyFortune500companiestoseeexamplesofleadersofalltypesteamingwithotherswhocomplementtheirskills.ForDriversthiscanbeparticularlypowerful.Notonlybecausetheycanrelyonthatindividualtoroundouttheiredgesandfillintheirgaps,butalsobecausethatpersonisoptimallyplacedtoprovidethesecondopinionwementionedearlier.

TaketheclassicexampleofSherlockHolmesandhissidekickDr.Watson.HolmeshastheultimateDrivermind—analytical,unemotional,andrational.AsWatsondescribeshim,“Hewas,Itakeit,themostperfectreasoningandobservingmachinethattheworldhasseen.”Watson,ontheotherhand,whileintelligent,wasthehumanizingbalancetoHolmes'aloofness.HeservedasthewhetstoneuponwhichHolmessharpenedhisthinking.WatsonisalsothereasonthatHolmeswasnotjustbrilliant,butbeloved.HegavevoicetoHolmes'genius,literally,andliterarily,ashisbiographer.WithoutWatson,HolmesmighthaveremainedanunknownrecluseshootingupandplayingtheviolinintheshadowsofhisBakerStreetapartment.

Adistinctionimportanttothesuccessofthismodelisthatasidekickisnotalackey.WatsonwasnotHolmes'servant;hewasapartnerincrime-solving.

Drivers,inseekingasidekick,you'renotjustlookingforsomeonetodoyourbidding.Youwantsomeonewhois,ifnotonequalstandinghierarchically,atleastsomeoneforwhomyoufeelalotofrespect.Afterall,you'relookingforsomeonewhoroundsyouout,atruebetterhalf,asperhapsnon-Driversmightargue.Matchingcapeandtightsoptional.

RedFlag:WhenTitansClashWe'vehighlightedhowDriversdelightindebate,thriveoncompetition,anddon'tshyawayfromconfrontation.Allthesetraitscanbeproductive,helpingcontributetoDrivers'hard-earnedreputationsforgettingthingsdone.ButtheycanalsobedetrimentaliftwoormoreDriversgoheadtoheadonacourseofmutuallyassureddestruction.

Ifyou'reaDriverinaDriver-heavyculture,orifyourbossisaDriver(particularlytheCommandervariety),youmightengageinafairshareofminorscufflesoroutrightskirmishestodeterminewhohasthebestorthebiggest…well,anythingreally.Thesearematchesdesignedfirstandforemosttoestablishsuperiority.Ifthefightsarefair,that'sprobablynotabigdealandmightevenbealotoffun,butherearesomethingsthatshouldgiveyoupause:

Competitionsescalatetothepointwhereitbecomesallaboutwinning,regardlessofthecost.

YounoticethesystemseemstobeengineeredtostacktheoddsagainstyouVegas-style;thehousealwayswins.

Yourbossbelievesthereshouldonlybeonetopdogandlikestomakeexamplesofpeoplewhochallengehisorheralphaposition.

Ifyouseethesepatternsemerging,we'renotsayingyoushouldturntailandheadforthehills,butyoushouldfactorthemintoyourcalculus.Afterall,itcouldbepossibletoshiftthingstoyouradvantageifyoubideyourtime.Historyisrifewithexamplesofleaderswhohaveemergedaftertwopowerfulrivalswentheadtoheadanddestroyedoneanother.Buthistoryisalsofullofexamplesofthosewhodecidedtogotheirownwayandsetadifferentpathtosuccess.Eitherway,asaDriverknowswell,onlytothevictorsgothespoils.

IntegratorsinHell:HowtoStopKillingTheirPotentialAnIntegratorweknowandlove,Hans,onceembarkedonacareerjourneythatseemedlikeitcouldbethetripofalifetime,butturnedouttobeabust.Hejoinedupwithabosswho,let'sjustsaywasnothisidealworkcompanion.Infact,whenthingsreallystartedtoheatup,Hanswishedhe'dneverdecidedtoworkwithhimatall.

ThingsstartedoutallrightwhenHanswashired.Hewasexcitedaboutthenewopportunityhe'dbeenofferedtobuildoutthecompany'ssalesnetworkandtheworkseemedinterestingandengaging.Hisbosswassmartandsuccessfuland,asHansdevelopedhisownskillsandcareer,hethoughthisbosswouldbeagreatcoach.Butasthefirstdaysturnedintoweeks,Hanssoongrewconcerned.

Hisbossneversaid,“Goodmorning”or“Howwasyourweekend?”Hedidn'taskHansabouthisfamilyorwherehegrewuporwenttocollege.Hedidn'tevenaskabouthisgoalsandaspirations.Hedidn'taskmuchofanythingatall.

ThatincludednotaskingforHans'sthoughts,opinions,orinput.Hisbosstoldhimthings,andwhenHansaskedquestions,whetherwork-relatedoralittlemorepersonal,thelookhisbossgavehimseemedtosay,“Whydoyouneedtoknowthat?”Hansfelthisbosswasn'tinterestedinhimasaperson,orevenasanemployee,andhecertainlydidn'tseemtovaluewhatHansmighthavetoofferinthewayofideas.InfactthebossseemedtogooutofhiswaytointerruptortalkoverHansanytimehetriedtospeak.

SinceHanswasnewtothejob,hewasn'tsurewhattheboundarieswereforhowheshouldspendhistime,soheerredmoretowardcheckinginthannot.Hethoughthewasbeingresponsible,buthisbossjustseemedannoyedandrespondedinawaythatwasbrusque,orevenrudeifHanswasbeinghonest.Asoneparticularprojectwaskickingoff,Hansmadeaconcertedefforttospendsometimewithkeystakeholders,askingfortheirthoughtsandinputonhowtoproceed.Hansfoundithugelyvaluable.Severalpeopleidentifiedareaswherethecompanyhadstumbledinthepast,andonerevealedapossiblecompetitivethreatthathadn'tbeenontheradar.WhenHanssharedwhathe'dbeendoing,hisbosstoldhiminnouncertaintermsthatheconsideredsucheffortsawasteoftheirtime.Gettingtheprojectdonewastheonlypriority;therewasnoreasontobringothersalongfortheride.WhenHanstriedtosaythatitwasaboutmorethanjustthat,hisbossdidn'tevenlethimfinishthesentence.Hejustdismissedhimandwalkedaway.

Hanshadacceptedthejobthinkinghe'dbeworkinginateamenvironmentwithothersinsimilarroles.Hehadexpectedtheywouldcollaborateandhelpeachotherout,learnfromeachother,andevenbecomefriends.Hetriedtopitchinandofferhisassistancewhenhesawsomeoneelsewasoverwhelmed.Hethoughtanythinghecoulddotohelptheorganizationwouldbeappreciated.Butwhenhisbosscaughthimdoingso,Hanswasn'tpraisedforhishelpfulness;insteadhewasscolded.Thebossmadeithardforhimtoforgeanyrelationshipstospeakof,andHansstartedtofeelveryisolated.ThingsreallygotuncomfortablewhenhisbossstartedtocriticizehowHanswasmanagingsomevendorrelationships.HesaidHanswastoofriendly,thatheneededtobemorealoofsothevendorwouldn'ttrytotakeadvantageofthem.

Hansstartedtofeelhecouldn'tdoanythingrightandhebeganquestioninghisownjudgment.Hestoppedtryingtotakeanyinitiative,becauseitalwaysseemedtogethimintotrouble.Henolongerreachedouttocollaboratewithothers,andwhensomeoneaskedforalittlebitofhelpwithsomething,heapologizedbutsaidhejustdidn'thavetime,whichmadehimfeelbadandnotatalllikethebestversionofhimself.

Thisjobjustwasn'tatallwhatHanshadbeenhopingitwouldbeandhesharedhisdisappointmentfarandwidewithhislargenetworkoffriendsandfamily.Whenhereceivedasurveyfromoneofthose“greatworkplace”listshesharedthisstoryinfull,evenagreeingtotalktoaninterviewerabouthisexperience.Whenthelistandaccompanyingarticleeventuallycameouthighlightingthebestandworstworkplaces,itprominentlyfeaturedoneofHans'squotesabouthisorganization:“Whilemiserylovescompany,Iwouldn'twantanyoneto

hisorganization:“Whilemiserylovescompany,Iwouldn'twantanyonetosuffermyfate,evenifitwouldeasemyownloneliness.Onthejourneythatisyourcareer,Istronglyrecommendyouskipthisstop.”

Let'sTalkAboutitAswebeginourconversation,rememberthatKimisaPioneer-Driver(specificallyaScientist)andSuzanneisaGuardian-Integrator(specificallyaDreamer).

SUZANNE:Ouch.PoorHans!Thisisnotatallthekindofworkenvironmentthat'sgoingtosupportanIntegrator,inparticular,indoingtheirbestwork.Ofallthetypes,Integratorsmostwanttocollaborateandhelpothers.Theyeventhinkofitastheirdutytodoso.AndhereHansislearningthatnotonlyishishelpingothersnotappreciatedbyhisboss,buthe'sactuallypunishedforit.That'sgoingtototallygoagainstthegrainofwhoheisandhowhewantstowork.

KIM:TheunderlyingchallengehereisthatsomeleadersdismissmanyoftheIntegratorcharacteristicsasjustbeingnice.Theyareconsiderednicetohave,butnotessential.Beingfriendly,teamingwithothers,andbuildingnetworksareextremelyimportantinbusiness,buttheycanbeeasytodismissbecause,bytheirverynature,theymakethingsoperatemoresmoothly.Hans'sbossclearlydoesn'tseethevalueinwhatHansisdoing,whereasHansfeelshecan'taddvaluewithoutdoingthosethings.

SUZANNE:ToreallyengageIntegrators,aleadershouldlookforwaystoallowandencouragethemtoworkcloselywithothersandlendahandwherethey'reneeded.Weknowit'simportanttoIntegratorsthattheycandoworktheyenjoywithpeopletheyenjoy,andalsothattheyknowtheirworkmatters.Hansisexperiencingnoneofthesethings.

KIM:Right,Integratorsarenothingifnotteamplayers.Morethananyoftheothertypes,Integratorsliketoworkwithothers.Andtheyarethemostwillingtoputcommongoalsaboveself-interest.Toyourpoint,leadersneedtogivethemtheopportunitytoformateam.InHans'scase,hisbossexplicitlyconstructedbarrierstoteaming,butthat'snottheonlyreasonIntegratorscouldfaceaproblemhere.IworkedwithoneIntegratorwhosecompanymovedtoavirtualteammodel.Insteadofthetraditional,hierarchicalstructureofcascadingleadersanddirectreports,thisorganizationtookmoreofascrumapproach,pullingpeopletogetherfor

specificprojects(oftenacrossdifferentgeographicallocations),andthendispersingthemagainoncetheprojectwasdone.ThisIntegratorwasbesideherself.Shefeltlikeshenolongerhada“homebase”ofpeopleshecouldcounton,andwhocouldcountonher.Theprojectsweresoshortthateventhoughshehadateaminname,theyweren'ttogetherlongenoughtoforgeadeepconnection.Whilesheusedtobeabletoseehowhergroupfitwithinthebroaderorganizationalpicture,thiswasn'talwaysthecasewiththeindividualprojectssheworkedon.Sometimesshefounditdifficulttogetasenseofthevalueofwhatsheandhervirtualteamweredoing.

Manycompaniesaremovingtomoreremoteworkandvirtualteaming.ForIntegratorsit'sparticularlyimportanttohelpensurethatthere'sstillamechanismtobuildrelationshipsintheseconstructs,andawaytonurturelinksbacktotheorganization.

SUZANNE:Thismakesmethinkaboutsomeoftheresearchsuggestingthathavingabestfriendatworkispredictiveofhighersatisfaction,engagement,andperformance,aswellasasenseofbeingabletotakeonanything.1I'dventuretoguessthatthisisevenmoretrueforIntegratorsthanforothertypes,andthatit'sgettingmoredifficultasteamsbecomemoretemporaryandmorevirtual.

Sincethesetrendsrelatedtovirtualteamingarenotlikelytobereversed,whatcanwedotohelpIntegrators,andeveryoneelse,continuetofeelconnectedtoothers?Wellforonethingwecanelevateconnectingasacrucialteamgoal,notjustanicetohave.Someexpliciteffortputintogettingtoknoweachother,particularlyatthestartofaproject,couldgoalongwaytowardbuildingthatconnection.Ideallyanewprojectwouldbekickedoffinperson—thisisstilloftenthequickestandbestwaytogettoknowpeople—butthisisn'talwayspossible.Anothereffectivestrategycanbevideo-conferencing,whichhascomealongwayfromthedayswhenyouneededhigh-techequipmentanddedicatedroomstouseit.Nowtherearesolutionsyoucanuserightonyourlaptoptogiveameetingmoreofanin-personfeel.

KIM:It'struethattechnologyisincreasinglyprovidingoptionstosimulatethefeelingofin-personmeetings.Inoursessionswithexecutives,wewilloccasionallyhaveapersonjoinusbyrobotforinstance.Theremotepersoncandrivetherobotaroundandseetheroom,andthepeopleinit,throughtherobot'seyes.Andeveryoneintheroomcanseeandhearthatindividualinalivefeedthroughtherobot'sdisplay“head.”Ijustwishtheymadethemwitharmsthatletyougesticulateasyouspeak!Whilerobotrepresentation

certainlyisn'taperfectreplacementforactuallybeingintheroom,ifphysicalattendanceisn'tanoption,it'sagreatwayforsomeonetofeelincluded,andforotherstofeellikethatpersonisapartofthegroup.

SomesortofvisualengagementisalsoparticularlyimportanttoIntegrators,becausetheygleansomuchfromnonverbalcommunications.Thewaysomeoneissitting,wheretheyaresitting,theexpressionsonpeople'sfaces,who'shavingsidebarconversationswithwhom,who'scheckingtheirphonesurreptitiously—allofthesethingsaregemsofinformationforIntegrators.Andforthepeoplephysicallyintheroom,havingavisualreminderoftheIntegrator'spresenceincreasesthelikelihoodofthatperson'sinclusioninthediscussion,especiallyifthatpersonisaDreamerwhomightnotbequicktospeakup(andcouldbemoreeasily“forgotten”onaconferencecall).Human-sizedrobotsarestilluncommonenoughthatthey'rehardtoignore.

SUZANNE:Anothergoodstrategyistoincludealittlebitofexplicitgettingtoknowyoutimeineachmeeting.Oneofourteammates,Selena,whoisanIntegrator,isparticularlygoodatthis.Atsomepointduringeachofourteammeetingssheasksaquestionthathelpsuslearnsomethingmorepersonalabouteachother.Recentquestionsshe'saskedinclude:“What'stheoriginofyourname?”and“Ifyouhadtheuseofaprivatejetforonemonthwherewouldyougo?”Whileit'sparticularlyimportanttoSelenatofeelconnectedwiththerestofus,eventheDriversonourteamseemtoappreciatethequickmomentwetaketosharesomethingwitheachotherbeyondprogressonourteamgoals.

KIM:It'sinterestingthatyousaythatDriversseemtoappreciateit.SmalltalktendstobeoneoftheminorpointsofcomplaintthatemergesaboutIntegrators,andit'susuallyvoicedbyDrivers.Driverstendtoseethiskindofchitchatasawasteoftime,anunwantedattempttogetpersonal,orboth.WhereasforIntegratorsadeeperfeelingofconnectionisessential.Ithelpsthembetterunderstandpeople'smotivations,determineappropriatewaystocollaborate,and,frankly,justfeelsbettertothem.IngeneralIwouldn'texpectthiskindofthingtonecessarilybewelcometoDrivers.Foryourteam,Suzanne,itprobablyisn'tcreatingaproblem(andperhapsisevenappreciated),becausetheactivityistimeboxed,withenoughfortheIntegratorsbutnottoomuchfortheDrivers.Plus,alltheteammembersaredisciplesofBusinessChemistry,sotheyrecognizeandrespecttheIntegrator'sneedforthosesortsofconversations,evenifit'snottheirownpersonalpreference.

SUZANNE:Actually,Iliketothinkthatthereasoneveryone,eventheDrivers,appreciateitisbecauseouranswersaresointerestingandengaging!Butyes,you'reright,typicallyDriversaren'tsofondofthiskindofthing.

KIM:Regardlessofwhetheryoutrulyenjoythesethingsornot,asaleader,ithelpstomakespaceforthesekindsofinteractions.Justapproachitinameasuredwaytoavoidalienatingothertypes.Irecentlyworkedwithateamwhoreplacedapoorlyattendedmonthlyconferencecallwithaninteractivevideocall.Inthenewformat,themeetingwouldbehostedbyadifferentindividual,whowoulddetermineathemeforthecallthatreflectedapersonalinterest(e.g.,travel,cuisine,etc.).Inadvanceofthecall,theywouldaskthegrouptoshareaphotorelatedtothetheme.Thenthefirstfiveminutesofthecalltheywouldquicklycyclethroughthesubmissionsandhavepeoplesayalittlebitaboutthem.Therestofthe55minuteswereallbusiness-agendafocused,thoughstillonthethemeofthemonth.Becauseitwasavideolink,youcouldseenotonlythephotosbutthepeople'sfacesreactingtothem.Attendancedramaticallyincreasedafterthisnewformatwasimplemented(it'salsoeasiertonoticesomeone'sabsencewhenyou'reusingvideo).Feedbackwasverypositive;notonlyfromtheIntegrators,butfromalltypes.

SUZANNE:ThatsoundsalotmoresatisfyingthanmanyofthemeetingsI'vesatthrough!Anditbringsupsomethingelsethat'simportanttoIntegrators—context.Knowingabitaboutacolleague'slifeoutsidetheoffice,seeingphotos,andbeingabletoviewbodylanguageareallwaysIntegratorsgetcontextaboutthepeoplethey'reworkingwith.AndcontextisimportanttoIntegratorsinotherwaysaswell.ConsidertheIntegratorwhoseorganizationmovedtovirtualprojectteams.Yousuggestedthatpartofthereasonshewasstrugglingwithitwasbecauseshecouldn'talwaysseehowtheseprojectsfitinwiththebroaderorganizationalpicture.That'saboutcontexttoo.

AnotherexampleoftheimportanceofcontextishowIntegratorsmakedecisions.Inordertomakeadecision,anIntegratorwillwanttounderstandhowthepast,present,andfuturerelate.Whatrelevantdecisionsweremadeinthepastandwhy?Whatotherdecisionsthatneedtobemademightimpactthisone?Whatdovariousstakeholdersthinkisthebestcourse?Whatarethepotentialfutureimplicationsofthevariousoptions?ThisisoneofthereasonsIntegratorsgetaccusedofbeingindecisive.Ifsomethingaboutthecontextchanges,theirdecisionislikelytochangetoo.(Whichcandrivesomeoftheirother-typecolleaguescrazy!)Leadersshouldmakesurethereareample

other-typecolleaguescrazy!)Leadersshouldmakesurethereareampleopportunitiestogetthisinformation.

KIM:OneofthemainsourcesofinformationforIntegrators,notsurprisinglyperhaps,isotherpeople.Integratorslovetalkingtopeopleandhearingtheirperspectives.Aswe'vementioned,relationshipsareimportanttothem,butthisoutreachisalsoessentialforthemtogetthelayofthelandandhavethatcontextyou'retalkingabout.Thethingis,toengagewithallthecriticalstakeholderstakestime,soifyouspringatopiconanIntegrator,don'texpectthemtoimmediatelyturnaroundwithadecisiveanswer.(Unlessit'ssomethinglike,“Youwanttogooutwiththeteamlaterthisweek?”Whichwilllikelyyieldanimmediateandenthusiastic“Yes!”)Theywillweavetogethertheirinsightsfromavarietyofconversationsandsourcesinordertoformtheiranswer.Integratorsalsobelieveit'simportanttosocializeideaswithothers,sotheywillalsowanttoreachouttoensurethateveryoneunderstandswhat'shappeningandisboughtin.Integratorstendtogetuncomfortablewhenthereisn'tafullconsensus.Theinterestingthingis,thatmeansthey'llsometimesgoalongwithanideatheythemselvesarenotparticularlyfondofbecausetherestofthegroupisheadingthatway.Theyhateconfrontation,soeveniftheyweregoingtocontradictthegroup,theyprobablywouldn'tbeoverlydirectbutwouldwaitandtalktopeopleindividuallytotrytomaketheirpoint.

SUZANNE:AsasecondaryIntegratormyself(andabornandbredMinnesotanwho'sspentthepast25yearsontheeastcoast),I'dliketopickuponyourpointabouthatingconfrontationandrelateitbacktotheissueof“nice”thatyouraisedearlier,Kim.IoftenthinkpeoplearebeinglessthanniceandIreallycan'tunderstandwhyitshouldbesodifficult!IknowI'mnottheonlyone—itseemsalotofIntegratorssharethisperspective.Whetherornototherssometimesthinkthey'retoosensitive,therealityisthatIntegratorsseemtobemoreaffectedthanothersbyhowamessageisdelivered;thingsliketoneandwordchoicemattertothem.SoifyouhaveanyIntegratorsaround,itmightbehelpfultopayparticularattentiontothesethings.Forexample,insteadofsaying“Youdidthatwrong.Youneedtofixit,”aleadercouldtrysomethinglike“Thanksfordoingthat.Weneedafewtweakstomakeitjustright.Wouldyoutryitthisway?”Samemessage,afewadditionalwords,andaverydifferenttone.

Whilealittlebitmorenicenesswillgenerallymaketheworldabetterplacetobe,that'snottheonlyreasonfordiggingdeephere.IfanIntegrator(oranyoneelse)isbusyprocessingthemeaningofyourbrusquetoneorprotectingthemselvesfromwhatmayfeellikeanattack,youcanbettheir

protectingthemselvesfromwhatmayfeellikeanattack,youcanbettheirfocusisn'tonwhatevermessageyou'retryingtodeliver.Furthermore,it'shardtobuildtrustwithsomeoneiftheystillfeelbruisedfromtheirlastinteractionwithyou.You'llgetabetterresponsefromanIntegratorifyouputsomeeffortintoconsideringbothwhatyousayandhowyousayit.

KIM:Iagreethatwordsmatter,andnotonlyforIntegrators.Weknowthatcertainwordsappealto,andareusedby,eachoftheBusinessChemistrytypes,andthatifyouusethosewordsintentionally,you'remorelikelytoconnect.2ButwithIntegratorsit'snotthewordsalone,it'stheintent.IsuspectIntegratorssometimesreacttobluntnessbecauseitindicatesasingularfocusonaparticularobjectiveasopposedtoconnecting,appreciating,oranyofthosemorehuman-orientedthingsthatIntegratorsfeelareimportant.WhatIntegratorsmightnotunderstandisthatothertypesdon'tnecessarilyfinditdifficulttobenice.AsyousuggestSuzanne,itreallyshouldn'tbe.Butitdoestakeefforttothinkthrougheverywordandhowitmightbeinterpretedinordertoavoidpotentialhurtfeelings.Forleaders,Ithinkthebestguidancehereistofollowsocialnorms(saypleaseandthankyou,forinstance),andbeawareofhowyourmessagemightbereceived,andhowthecontextmightchangehowit'sreceived.Forinstance,anIntegratorwhohasjustbeencelebratedbyherteammightrespondverydifferentlytoacorrectionorcriticismthanonethat'sbeenworkingextranightsandweekendswithoutacknowledgment.

SUZANNE:Ain'tthatthetruth.Speakingofworkingwithoutacknowledgment,I'lladdthatoftenIntegrators'contributionsgounacknowledged,sincethevaluetheybringcansometimesbeinvisibleordifficulttoquantify.Whenateam'sengagementandcommitmentareraisedbyanIntegrator'steam-buildingefforts,what'sthevalueofthat?WhenanIntegratornoticesaclient'ssubtlehesitation,asksaboutit,andfindsoutthey'reworriedaboutsomethingandcannowbereassured,howmuchisthatworth?Oftenperformancemanagementsystemsandrewardstructuresdon'treallycapturethiskindofsubtlework,whichcanleaveleadersunderestimatingthevalueoftheirIntegrators,andleaveIntegratorsfeelingunappreciated.

KIM:I'mremindedoftherowsandrowsofgreetingcardsyouseethatsaysomethinglike“IknowIdon'ttellyouoftenenough,butyou'rereallygreat.”Maybewedon'talwaystuneintoeverythingIntegratorsdoforus,butperhapsleadersshouldconsider,everyonceinawhile,explicitlyrecognizingtheircontributions.Hmmm,“Integrators'Day”hassomethingofaringtoit.So

who'sreadytocelebrate?

That'saWrapWejustmadeabunchofsuggestionsforhowtocreateanenvironmentwhereIntegratorsexcel,andwethoughtasummarymightbehelpful.ButwhilefocusingontheneedsofIntegrators,youmaybeindangerofturningofftheothertypes.Youdon'twantthat,sowe'veincludedsomeideasforhowtokeepthingspalatableforDrivers,theIntegrator'sopposite.

TomeettheneedsofIntegrators TomakeitpalatableforDriversSupportIntegratorsintheirdesiretohelpothersandrewardthemfordoingso.

EvenDriversmightoccasionallybenefitfromanIntegrator'shelp!

Provideopportunitiestoworkinteams. Don'tmaketeamworktheonlyoptioninallcases.

HelpIntegratorsseethemeaningintheirwork.

Interpretmeaningascontributiontowardgoals.

Spendtimeconnecting. Keepitshort,statereasonsfordoingso.

Usetechnologytomakevirtualteamsandmeetingsmorepersonal.

Driversliketechnology—noproblem.Keepthepersonalstuffbrief.

Enablethemtosocializeissuesandgatherinfofromstakeholders.

Provideachancetosocializepriortomeetingssoitwon'tcausedelays.

Beniceandsaythankyou. ComeonDrivers,youcandoit.

©2018.DeloitteToucheTohmatsuLimited

IfyouareanIntegratorIfyou'reanIntegratorwhoworksonateamorwithaleaderwhounderstandsandcanprovidewhatyouneedtothrive,thenyouareveryluckyindeed!Ifyou'reanIntegratorwho'snotsolucky,therearethingsyoucandoyourselftomakethingsabetterfit.

AcceptTrade-Offs

MartinLutherKingJr.oncesaidthat“agenuineleaderisnotasearcherforconsensusbutamolderofconsensus.”Ifyou'reanIntegrator,chancesareyouagree.OfallthetypesIntegrators,bothTeamersandDreamers,aremostlikelytoprioritizedoingtheworktogeteveryoneonthesamepage.Therearemanybenefitsofdoingso,includinganincreasedlevelofcommitmentandengagementthatcanresultwhenpeoplefeeltheirinputhasbeensoughtoutandlistenedto,orthatcarewastakentodothingsinawaythateveryonecanagreewith.3Butwhileit'sgreattohaveeveryoneonboardwithaprojectordecision,gettingthereisbothtimeconsumingandlaborintensive,andit'snotnecessaryineverycase.Sotakesometimetodeterminewhetheraparticularprojectordecisionrequireseveryone'sbuy-in,orwhetherspeedismoreimportant,becauseit'sdifficulttoattainboth.Askyourselfwhetherbalancingeveryone'sinputislikelytoleadtoasuperiordecision,orarethereparticularindividualswhohaveuniqueexpertiseorperspectivesthatcanreallydecide?Whenyou'retemptedtoaskforbroadinput,considerwhy.Isthisasituationwhereeveryonewillhaveanequalsay?Willyoureallyconsiderpeople'sinputinmakingthedecision?Areyouaskingmoretomakepeoplefeelincluded?Whatarethetrade-offsofdoingsoandaretheyworthit?

MakeaDecisionAlready(andSticktoit!)AmongthecriticismsofIntegratorsisthatthey'reindecisive.Indeed,Integratorsaremorelikelythansomeoftheothertypestoworryaboutwhetherthedecisionstheymakeareunpopularwithothers,andthey'realsomorelikely,especiallyDreamers,tosaythattheychangetheirmindsfrequently.Thiscanbefrustratingforotherswhowanttomakeadecisionandmoveforward.Andhere'sthething,bykeepingthingsopenandconsideringdecisionstobechangeable,notonlymightyoubemakingothersfeelfrustrated,butyoumayalsobemakingyourselflesshappy.Researchshowsthatsecond-guessingdecisions—lookingtoohardfortheverybestoptionratherthanagood-enoughoption—leadspeopletofeellesscommittedtothatdecisionandlesssatisfiedwithit.4SoIntegrators,goaheadanddowhatyoudobeforemakingadecision(gatherinput,considerthepeopleimplications,andsoon),butonceyou'vemadeadecision,popularornot,trytostickwithit.

ArticulateMeaningIntegratorsaremorelikelythantheothertypestosaythattheythrivewhentheyknowtheirworkmatters.Atthesametime,theysometimessaythatthevalueoftheirstrengthsgoesunseenorunappreciatedbytheircolleaguesandleaders.

theirstrengthsgoesunseenorunappreciatedbytheircolleaguesandleaders.We'veseenthatIntegrators,morethanothertypesaspiretobeteamplayersandmentors,andthattheythinkit'smoreimportanttohelpothers.Oftenit'sIntegratorswhodothekindofinvisibleworkthatconnectspeopleandhelpsteamsgel.

Ifyouplaysomeoftheserolesandsuspectthevalueofthatworkisgoingunnoticed,itmayhelptotakealittletimetoarticulatehowyourworkmakesadifference.Whatistheimpactofyourwork—fortheteamandfortheorganizationasawhole?Whataresomespecificexamplesthatillustratethevalueyoubring?Whatwouldbethenegativeeffectifyoudidn'tdothatwork?Articulatingthemeaningofyourworkhasseveralpossiblebenefits.First,doingsoislikelytomakeyoufeelmoreengagedandconnectedtotheworkyou'redoing,sinceitwillhelpyouclarifyforyourselfwhyitmatters.Itmayevenloweryourstresslevels,becausefocusingonthemeaningofyourworkandhowithelpsothersrepresentsthetypeofmindsetshiftthathasbeenshowntomitigatesomeofthenegativeeffectsofstress.5Itmayalsohelpyouatperformancemanagementtime.DependinginpartontheirBusinessChemistrytype,yourleadermaynotbeparticularlyattunedtothewaysinwhichyouaddvaluebeyondyourassignedresponsibilities.Goaheadandtellthem,nowthatyou'veclarifieditforyourself.

Whileyou'rearticulatingwhytheworkyoudomatters,makesuretodosoinawaythatrelatesspecificallytothegoalsofyourleaders,yourorganization,andyourteam.AsanIntegrator,youmayhavestrongconvictionsaboutdoingthings—givingeveryoneanopportunitytohaveinput,moldingconsensus—becauseyouseethemastherightthingtodoforthepeoplearoundyou.Integratorsarethetypethatfeelsthemostresponsibilitytosociety,andthey'rethemostlikelytobefocusedonthepeople-relatedimplicationsofdecisionsandactions.Youmayseebuildingstrongrelationshipsasaworthyendgoalinandofitself.Butotherswon'talwaysagree,or,theirattentionandfocusmaysimplybeelsewhere,basedonwhatthey'reheldaccountablefor.Thinkthroughyourbusinesscaseandfollowtheimpactofthosestrongerrelationshipsallthewaythroughtohowtheycanboostteamperformance,promoteprojectsuccess,facilitateorganizationalchange,andpositivelyaffectthebottomline.Thesearelikelytheimpactsthatyourleaderswillcaremostabout.

ToughenUpIntegratorsarethemostlikelytypetosenseothersemotionsandtobeconcernedabouthowtheymakeothers'feel.Andifyou'reanIntegratorwho'sexpendingyourenergyworryingaboutthesethings,itmaysometimessurpriseyouwhen

yourenergyworryingaboutthesethings,itmaysometimessurpriseyouwhenothers'don'tseemtodothesame.Whileit'snotanunreasonableexpectationthatothertypesshouldalsoconsiderpeople'sfeelings,it'sarealitythatthey'renotalwaysgoingto.And,pouringsaltinthewound,they'llsometimesaccuseanIntegratorofbeingoversensitive!

Ifyou'reinthiskindofsituation,youcancertainlytrytoexplaintotheculpritwhyyoufindtheirbehavioroff-puttingorupsetting,oralternatively,youmightfocusonyourownreaction.Rememberthatothersaren'talwaysasnaturallyattunedtopeople'sfeelingsasyouare.Theymaynotevenrealizethatthey'rerubbingyouthewrongway,andmaybeactingmoreoutofignorancethandisregard.Iftheirownfeelingsarenotparticularlysensitive,theymaynotgrasphowtheirbehavioraffectsothers.Trytoputtheirbehaviorincontext.Isitlikelythatthey'repurposelytryingtooffendyou?Orisitmorelikelythattheirfocusissimplyelsewhere?Ifithelps,gotoyourempathyplace—whatmustitbelikeforsomeonetogothroughlifenotevenrealizingthatthey'relayingatrailoflittle(orbig)offensesastheygo?Ifit'slessamatterofsomeonebeingoffensiveandmoreamatterofthemseemingabitstandoffish,considerreachingoutandtakingtheleadtogettoknoweachotherbetter.Sometimesothersdon'treallyknowhoworfeelawkwarddoingso,butwillwelcomeyourefforts.Giveitatry,butusethatIntegratorspider-sensetogaugetheirreactionanddeterminewhetheryou'regettingtoocloseforcomfort.

Be.Clear.Speakingofworryingaboutpeople'sfeelings—sometimesthiscanleadtooneofthemostcommoncomplaintsaboutIntegrators,whichisthatpeopledon'tknowwheretheystand,becausethey'resobusybeingdiplomaticratherthandirect.Buttherearesomeveryclearbenefitsofdirectnessandsometimesevenofconflict.Forinstance,directnessisefficient.Speakingdirectlyallowsonetodeliveramessagequicklyandhelpsensurethatthemessageisclear,whichbenefitsboththespeakerandthelistener.Youmayavoiddirectnessoutofconsiderationforyourlistener'sfeelings,butadirectmessagecanactuallymakethingseasierforthelistenerbyremovingtheburdenofhavingtointerpretyourmessagebeforeprocessingitandresponding.Moreover,directnesscanhelpteamsavoidGroupthink,aphenomenoncharacterizedbysubpardecision-makingthatresultsfromadesiretomaintainharmonyandavoidconflict.Sinceeffectivedecision-makingrequirescriticalevaluationofvariousoptionsorperspectives,teammembersmustbefreetostatetheiropinionsandtodisagreewithoneanother.Infact,researchshowsthatcognitiveortask-relatedconflict,

thatisconflictthat'sfocusedonthetasksofthegroupratherthanitspeople,canactuallymaketeamsmorecreativeandproductive.6Keepthinkingbeforeyouspeak,butconsiderwhetherabitmoredirectnessmightnotactuallybeakindness.

RedFlag:BendingOverBackwardWikipediadefinesgymnasticsasasportinvolvingtheperformanceofexercisesrequiringbalance,strength,flexibility,agility,enduranceandcontrol.SoundstousalotlikebeinganIntegrator!OftenIntegratorsarepracticingallthesemovesinresponsetoandintheserviceofothers.Butmakesuretotakecareofyourselfaswell.Beinginanenvironmentwherepeopledon'ttreatyouthewayyouwanttobetreatedislikelytobeparticularlyhardonyou.Asthetypethat'smostlikelytoprioritizeworkingwithpeopleyouenjoy,itmaybeworthdeterminingwhetherthepeoplearoundyouarefocusedonmeetingyourneedswhileyou'resobusytryingtomeettheirs.Wecan'talwayschoosewhoweworkwithorfor,butdayscangetprettylongforanIntegratorworkingwithpeoplewhoaren'tagoodfit.Andlifeisshort.Ifyou'vetriedthestrategieswe'veofferedandstilldon'tfeelgoodabouttheinteractionsyou'rehavingonaregularbasis,itmightbetimetoconsiderwhethergreenerpasturesawaitelsewhere.

References1.“TheImpactofExcellentEmployeeWellbeing.”O.C.Tanner-AppreciateGreatWork.2016.http://www.octanner.com/landing/offers/the-impact-of-excellent-employee-well-being.html.

2.Goldberg,LewisR.“FromAcetoZombie:SomeExplorationsintheLanguageofPersonality.”LawrenceErlbaumAssociates,1982.

3.Gallup,Inc.“StateoftheAmericanWorkplace.”Gallup.com.2016.http://news.gallup.com/reports/178514/state-american-workplace.aspx.

4.Sparks,Erin,JoyceEhrlinger,andRichardEibach.“FailingtoCommit:MaximizersAvoidCommitmentinaWaythatContributestoReducedSatisfaction.”PersonalityandIndividualDifferences52,no.1.January2012.

5.McGonigal,Kelly.TheUpsideofStress:WhyStressIsGoodforYou,andHowtoGetGoodatIt.NewYork:Avery,2015.

6.Nemeth,CharlanJ.,BernardPersonnaz,MariePersonnaz,andJackA.Goncalo.“TheLiberatingRoleofConflictinGroupCreativity:AStudyinTwoCountries.”EuropeanJournalofSocialPsychology34,no.4(July2,2004):365-74.doi:10.1002/ejsp.210.

CreatingPowerfulRelationshipswithColleagues,Customers,andEveryoneElseBynowit'snodoubtcleartoyouthateachtypecancontributesignificantvalue—asapartner,withinateam,andtoanorganization—andthattheneedsofeachdiffer,oftendramatically.We'vesharedlotsofdetailsabouteachtype'snightmareworkscenarios,howthesesituationscannegativelyaffecttheirperformance,andwhatcanhelpmakethingsbetterforthem(andforyou).Nowwe'regoingtotacklethisissuefromaslightlydifferentangle.Inthischapterwe'llspecificallyaddresshowyourtypeimpactsthewaysinwhichyoushouldflextobestworkwithothers.

Flexisafunnyword,becauseitcanmeanseeminglycontradictorythings—tobendandstretch,butalsototightenandcontract.Welikethatapparentincongruitybecausetheconcepthereisthatsometimesyouneedtotweakyourstyletoadjusttootherpeople'sneeds,whilealsobeingtruetoyourself.There'saninherentandhealthytensioninthat.Youshouldn'tbecomeadifferentpersonandactcompletelyoutofcharacter,butyoushouldmakeanefforttoaccommodateothers'preferencesandneeds.That'showyouexercisethatgem-gradeempathymentionedinChapter1,andhowyouultimatelycreatepowerfulrelationships.Andhopefullytheotherpersonisflexingtoosoyoucanmeetinthemiddle,liketherubberbandsKimtalkedaboutinchapter14.Whenitcomestoone-on-onerelationships,howyougoaboutflexing,andhowchallengingit'slikelytobe,dependsonyourtypeandthatoftheotherperson.

WhenOppositesdon'tAttractWe'llstartwithflexingtoyouroppositetype,becauseit'softenthemostdifficultforpeople,particularlyifoneorbothofyouareonthemoreextremeendforyourtype.Flexingtoyouroppositeusuallyrequiresconsciousfocusandlotsofpractice.It'sworthitbecausethestrengthsofyouroppositetypeareoftenintheareaswhereyouhaveweaknesses,soworkingtogethercanbereallypowerful.Justlikeacertainpairoftwinsfromanotherplanet—rememberthatcartoon?

Justlikeacertainpairoftwinsfromanotherplanet—rememberthatcartoon?“WonderTwinpowersactivate!”Whenthetwinswereoutofeachother'sreachtheycouldn'tactivatetheirshapeshiftingpowers.Itwasonlytogetherthattheyweresuperheroes.Butyoudon'tneedtobeashapeshiftertoflextoyouroppositetype.We'vealreadygivenyoulotsofcluesforhowtodoit.Remember?

Letusremindyou,justincase.Wesuspectasyoureadthepreviousfourchaptersyoumayhavepaidparticularattentiontothechapteraboutyourowntype,sortoflikewhenyoulookthroughyouroldhighschoolyearbooks.That'sme!ThereIamagain!Butmaywegentlysuggestyoutearyourselfawayfromyourownimageanddoathoroughread-throughofthechapteraboutyouroppositetype.There,you'llfindlotsofideasaboutwhatyouroppositetypewantsandneeds,andhowyoumightcontributetomakingconditionsrightforthemtoperformattheirbest.Afterall,isn'tthatwhatyouwantfromallofyourcolleagues,teammembers,andstakeholders?

Weknowthatmoreinformationissometimesbetter—especiallywhendoingsomethingthatmaybeunfamiliar—sothenextfourpagesoffermorespecifichintsforhowtogoaboutflexingtoyouroppositetype.

EngagingaPioneerifYou'reaGuardianAsaGuardianyoumaynotrealizethatimposingtoomuchstructureorspecifyingtoomanydetailsaboutaprojectcanboxaPioneerinandleavethemwithoutthespacetheywanttogetcreative.Backingoffandprovidingmorehigh-levelguidanceinsteadofdetailedinstructionsmightbethekey.

Tryto…Keepthingsmoving.Quickenthepaceofprettymuch

everything.Pioneerscanbefasttalkersandthinkers,andtheycanbepronetoboredom.Buildvarietyintomeetingsandprojectstokeepthemengaged.

Whiteboardit.Sinceideationisintheirblood,letthemexplorebigideasinavisualway.Thinkbrainstorm.

Don'tpushdetails.KeepthingshighlevelandexpansivesothatPioneersdon'ttuneout.Toomanydetailsorrulesmakethemfeelconstrained.

Silenceyourskeptic.ToavoidshuttingaPioneerdown,temporarilysuspendyourdisbeliefordoubtsandjustgowithit.Ifyouhaveconcernssharethemlater,ratherthansooner.

Deliveranexperience.Changethingsup.PresentanewideatoPioneersbyallowingthemtoexperienceit—playasong,letthemexperiencesomethingviatouch,holdameetingoutsideoftheoffice.Seriously.

Toleratethechaos.Pioneershavetheirownprocessesforcreationandtheymayseemtogoallovertheplace.Buildtimeintotheagendaforthemtodosoandwaitawhilebeforetryingtobringthembacktoearth.

Bringpassion!Showtheexcitementinyourideaby

bringingconvictionandinterest.Sellit!

OuroverallrecommendationforengagingaPioneerisgobig,buckleup,andenjoytheride!

©2018.DeloitteToucheTohmatsuLimited

EngagingaGuardianifYou'reaPioneerIfyou'reananything-goesPioneer,youmightbechallengedtoprovideanenvironmentwhereamorepracticalGuardianwillthrive.Youmaywanttogivemoreconsiderationtothestructuretheycraveandthetimeandinformationtheyneedtomakeadecision.

Tryto…Givethemtimetoprocess.Guardiansdon'tappreciate

beingputonthespot.Providematerialsorexpectationsinadvancesotheycanmakecarefulconsiderationsandcometoa

discussionprepared.

Providedata.Pointthemintherightdirectiontofindthedetailstheyneed,andanticipatethatthey'regoingtoaskadditionalquestions.

Citeyoursources.Ratherthanmakingsweepinggeneralities,bepreciseandciteevidenceforhowyoureachedyourconclusion.

Makeitlinearandconcrete.Ratherthanspeakingatatheoreticallevel,makeyourideapractical.Followalogicalandlinear,step-by-stepapproachtohelpGuardiansunderstandwhat'sbeendoneandhowyougottowhereyoudid.

Respecttheagenda.Bepunctual,stayontask,andrunyourmeetingusingaclearstructure.

Honorprecedent.Guardiansmaybemorecomfortablewithwhatistriedandtrue.Relateyourideatosomethingfamiliarorthat'sworkedinthepast.

Keepemotionsincheck.Becalmandthoughtfulinyourapproach.

OuroverallrecommendationforengagingaGuardianisbeprepared.

©2018.DeloitteToucheTohmatsuLimited

EngagingaDriverifYou'reanIntegratorAsanIntegrator,youmaybesodiplomaticanddead-setonprovidinglotsofcontextthataDriverlosespatienceorisleftnotunderstandingwhatyourstanceonanissueactuallyis.

Youmayneedtoworktowardbeingmoredirectandconcisesotheyknowwhereyoustandandyoudon'tlosetheirattentionbeforetheygetthere.

Tryto…Getyourfactsstraight.Makesureyouknowwhatyou're

talkingabout,andthendon'tbeafraidtostrutyourstuffalittlebit.

Assertyourpointofview.Bringarecommendationandstandbyit.Driversexpectyoutohaveapointofview,andyoumaylosetheirrespectifyoudon'thaveone.

Leadwiththepunchline.Structureadiscussionbackwards;startwithyourmainpointandthenprovidefactstosupportyourmessage.

Buildalogicalargument.Conciselytakethemthroughyourthoughtprocessandbringtheevidence.

Anticipatepushbackandpreemptobjections.Driverswillchallengeyourstanceastheythinkitthroughandtheywillpokeholesintheirattemptstovalidateit.Bereadytobackitup.Driversappreciatecriticalthinking,sotalkthroughobviouscounterargumentstoyourproposaloridea.

Keepittight.Avoidexcessivesmalltalk,prolongedscene-setting,ortoomuchpompandcircumstance.Don'tcarryontoo

long—Driversappreciateyougettingtothepoint,anddoingsoquicklyanddirectly.

Proposeanexperiment.Appealtoboththeirscientificsideanddesiretomovefast;prototypeanideasoonerratherthanlater.

OuroverallrecommendationforengagingaDriveristobesmart,bequick,begone.

©2018.DeloitteToucheTohmatsuLimited

EngaginganIntegratorifYou'reaDriverAsaDriveryoumaymistakenlytrytopushanIntegratorinaparticulardirectionwithablack-and-white,logicalargument,sincethattendstoworkbestforyourownDriver-nature.Instead,slowdownandfocusinonthepersoninfrontofyoutobringthemalongmoregradually.

Tryto…

Tryto…Askquestionsandlisten.IfanIntegratorexpresses

discomfortordisplaysresistance,askforclarification.Listentotheirresponseandreflectitbacktocheckyourunderstandingoftheirtrueissue.

Sharecontext.Integratorshavethegreatestneedforthebigpicture.Helpthemseehowthingsfittogethersotheyunderstandthepurposeofaprojectortask.

Co-create.Worktogethertobuildonanideaorplaninacollaborativeformat.

Don'trush.Createroomforthemtosynthesizeseparatedatapointsandsocializeideasandopinionsbeforecomingtoaconclusion.

Beopentoalternatives.Integratorspreferaniterativeandcollaborativeprocess,andthey'repronetochangingtheirminds;anticipateanalternativesolutionorcompromise.

Getpersonal.Humanizetheproposalorideayou'reputtingforward,pointingouttheimpactsonactualpeople.Involvetheheartandhead.Don'tjustaskIntegratorswhattheythinkaboutamatter,askthemhowtheyfeelaboutit.OnewaytocaptivateanIntegratorandgivethemcontextistotellacompellingstory,makingaconceptrealandrelatableratherthantheoretical.

Don'tbeajerk.Integratorsliketoplaynice;ifyou'reoverlyaggressive,rude,orabrasive,theywillshutdown.BeawarethattheIntegratorthinksyou'reactinglikeajerkmuchsoonerthanyoudo.

OuroverallrecommendationforengaginganIntegratoristopracticeabitofgiveandtake.

©2018.DeloitteToucheTohmatsuLimited

Whenyou'veGotTooMuchinCommonYoumaythinkthatwhenyou'reworkingwithsomeonewho'sthesametypeasyou,you'reoneasystreet.Butlike-typepairscanquicklyfindthemselvesintrouble.TwoDriversmightendupinapowerstruggle,whileapairofIntegratorsmaygetstuckinanendlessloopofconsideringandreconsideringeveryoptioninlightofalltheinputthey'vegathered.AcoupleofGuardianstogethermayanalyzeaproblemtodeathandnevermakeadecision,whileaPioneerduomightmakeverylittleprogressonsomereallygreatideasbecausetheycomeupwithevenmoregreatideasbeforetheycanimplementthefirstones.

Ifyoufindyourselfinasituationwithsomeoneofyoursametype,yourgoalisstilltoflex,butnottogetclosertotheotherperson'sstyle.Instead,youwanttogetalittlebitfurtheraway.Youmightdothisbydiggingdeeperandchannelingyoursecondarytype,likewetalkedaboutinChapter7.Forexample,ifyou'reanIntegratorworkingwithanotherIntegrator,leanintoyourPioneerorGuardiantraitstobringadifferentperspectiveintothemix.Thegreatthingis,ifyouandyourcolleaguearebothintheBusinessChemistryboatyoucanacknowledgewhatyou'retryingtodo.Youmightsaysomethinglike,“Sincewe'rebothIntegratorsI'mafraidwe'regoingtohaveahardtimelandingonafinalanswer,soI'mgoingtochannelmysecondaryPioneertohelpgetusthere.”Yourfellowseadogwillknowjustwhatyoumean.

Thenextpageofferssomequicktipsforeachofthetypestohelppreventyourgreateststrengthsfrombecomingyourgreatestweaknesses.

IfYou'reaPioneerWorkingwithAnotherPioneer

Trytobringthingsbackdowntoearth.Afteryou'veenjoyedsometimebrainstormingcoolideas,focusondevelopingactionablenextstepssothepathforwardbecomesclear.

IfYou'reaDriverWorkingwithAnotherDriver

Whiledebatinganissue,avoidtunnelvisionbybringingupcontextorthehumanimplicationstogetabroaderview.Otherwiseyoumayendupdrivingabustogetherwithnooneelseonboard.

IfYou'reanIntegratorWorkingwithAnotherIntegrator

Temperyourshareddesiretoexploreallalternativesandsettleonadirection.Ifthere'sanelephantintheroomaddressit,evenifit'suncomfortable.

IfYou'reaGuardianWorkingwithAnotherGuardian

Challengeyourselftoaskwhetherthecurrentwayofdoingthingsisreallythebestwaytoreachyourgoal.Avoidfixatingonunknownsandinsteadfocusonwhatisnecessarytomoveahead.

©2018.DeloitteToucheTohmatsuLimited

WhenYouNeedtoFlexJustaLittleSowe'vecoveredhowyoumightneedtoflextoyouroppositetypeandflexawayfromyourowntype.Butwhatabouttheothertypes—thosewithwhomyousharesometraitsdespiteyourdifferences?We'dliketoinviteyoutositonthefloorforamoment.Comeon,giveitatry…chancesareyou'vebeensittinginthatchairtoolonganyway.Now,putyourfeetstraightoutinfrontofyouandreachforyourtoes(withoutbendingyourknees!).Isitchallenging?Probably.(Ifnot,thenwe'dliketoknowyourstretchingregimensowecanadoptit.)Nowreachforyourshins;itshouldbeeasier.Flexingtoyouradjacenttypeismorelikereachingforyourshinsthanyourtoes.Youmightfeelthepullalittle,butlikelynottoomuch.Herearesometips.

Ifyou'reaPIONEERworkingwithaDRIVER…YournaturallyboldandquickthinkingislikelytoengageaDriver.Goaheadandbringyourout-of-the-boxideas;Driversliketoexploretoo.Andfeelfreetosparalittle,you'rebothlikelytothriveonit.Butdon'tlosesightoflogicorpracticality.Pie-in-the-skyisn'tgoingtoworkhereandill-consideredriskswilllikelynotbeembraced.Ifyou'reaPIONEERworkingwithaINTEGRATOR…You'relikelytohavealotincommonwithanIntegrator,includingatendencytowardbig-picturethinking,anappreciationforcontext,andanexpressive,collaborativestyle.Yourstorytellingskillswillbeanasset,andifyoucanmakeyourstoriesaboutpeople,evenbetter.TheIntegratorislikelytomoveabitmoreslowlythanyouandtospendmoreenergyongaugingtheopinionsofotherpeople,soholdyourhorsesandindulgetheirdesiretobringothersalongfortheride.Ifyou'reaGUARDIANworkingwithaDRIVER…Startwiththepunchline.Driversappreciatelogic,data,andanalysisjustlikeyoudo,butyou'llloseaDriver'sattentionifyoutrytotakethemthroughyourfullthoughtprocess.Comepreparedwiththefacts,butoncethey'vegottenthepoint,stoptalking.Ifyou'reaGUARDIANworkingwithaINTEGRATOR…TheIntegratorsharesyourdistasteforconfrontation,somakesureanyissuesthatneedtobediscussedaresurfacedandnotignored.Bepatientwithdiscussionsthatmayseemtangential,anIntegrator'swayofthinkingthroughanissuemaybemoreroundaboutthanyours.Startwithsomepersonalconnectionsbeforelaunchingintoplanning,andthenprovidethefactsand

connectionsbeforelaunchingintoplanning,andthenprovidethefactsandstructurethatanIntegratormaynotnaturallyseek,aswellasthecontexttheyneed.Ifyou'reaDRIVERworkingwithaPIONEER…YouandaPioneermayfindagroovebyexploringnewapproachesandexperimentingtogether.Youcanhelpbolstertheideasyouco-createbyprovidingthefactstosupportthem,butbecarefulnottogotoodeepintologic;Pioneersaremoreinterestedinpossibility.Youmayalsoneedtobecautiousaboutbeingoverlydirectortryingtoruntheshow.Pioneersareverycollaborativebuttheyalsoliketobeinchargeandbristleagainstfeelingcontrolled.Ifyou'reaDRIVERworkingwithaGUARDIAN…Youmayneedtoaccessyourreservetankofpatience.Likeyou,Guardiansthriveonfactsanddata,butthey'relikelytoneedmoreofboththanyouare,andthey'llprobablytakelongerinconsideringthem.Bepreparedtocontinuereviewingthedetailsevenifyou'vealreadyreachedaconclusionyourself,anddon'tattempttotakeshortcuts.Ifyou'reanINTEGRATORworkingwithaPIONEER…YouandaPioneercouldbegreatcollaborators,asyoubothvalueworkingcloselywithothers.Youmayalsoenjoythinkingbigtogether,butdon'tforgettoaddresscriticaldetails,somethingneitherofyouislikelytodonaturally.Youmightneedtopickupthepace,asPioneersliketomovequicklyandtheymayfeelimpatientwithyourtendencytoconsiderthingsmorethoroughly.Ifyou'reanINTEGRATORworkingwithaGUARDIAN…AGuardianwilllikelyappreciateyourtendencytobeintrospectiveandconsidered;it'ssomethingyouhaveincommon.Yournonconfrontationalstylecanalsobeanasset,becauseaGuardianislikelytobeasconflict-avoidantasyouare.Justmakesurethatimportantissuesgetaddressedwhenneeded,evenifthey'redifficulttobroach.YoumayneedtoadjustyourlevelofstructureandfocusabittofitwithaGuardian.Yournonlinearthinkingstylecanfeelscatteredtothemandyourbig-picturefocuswon'tgivethemthespecificsthey'relikelytoneed.

©2018.DeloitteToucheTohmatsuLimited

FlexingwithStrangersOnefinalnoteaboutflexing.Sofarwe'vefocusedprimarilyonhowtoflexin

Onefinalnoteaboutflexing.Sofarwe'vefocusedprimarilyonhowtoflexinone-on-onerelationships.Inthenextchapterwe'lladdresshowtomakeBusinessChemistryworkonyourteams,thoseyouinteractwithonasomewhatregularbasis.Inbothcasesyou'relikelyabletoobservepeopleovertimetodevelopahunchabouttheirtype,andyouprobablyhavetheopportunityandincentivetoadaptyourstyle,and/orthebroaderenvironment,tobemoreeffectivetogether.Butwhataboutsituationswhereyou'reinteractingwithagroupofpeoplethatyoudon'tknow,orthatyou'vemetonlyonce?

Takeforinstance,asalespresentation.Youenterablandconferenceroom,andaroundthetableeyeballsstarebackatyou.Youmightknowthenamesofafewpeopleinattendance,butothersyou'venevermetbefore.HowdoyouuseBusinessChemistryinacontextlikethat?

Well,tostart,ithelpstohaveasenseofthepowerdynamics.Whoisthedecisionmakerintheroom?Whoistheinfluencer?TrytodosomehomeworkinadvancetogetasenseoftheirBusinessChemistry;theInternetisyourfriendintimeslikethis.Ifyoucandevelopahunchbasedonwhatyoufind,great(lookbackatourtipsinChapter7).Youwanttotailoryourstyletothosepeopleifyoucan.Ifyoudon'tknowwhohasthepower,watchtheothersintheroom.Whoaretheydeferringto?Whodotheylookatmostfrequently?Thesearesmallcluesthatcangiveyouasenseofthedynamicsyou'redealingwith.

Ifyoureallydon'thavemuchtogoonoraren'tconfidentinyourhunch,it'sbesttoassumeyou'llhavealltypesintheroom.Herearesomethingstoconsiderdoingwhengoinginblind:

DriversandPioneersoftentuneoutquicklyifyoudon'tcapturetheirinterestrightaway.Consideropeningwithaquickstatorshortengagingstorythatclearlysetsupthepointofyourdiscussion.

IntegratorsandGuardiansappreciatecontext.Ifyoudidn'tcoveritinyouropening,considerbrieflysettingthescenewithhowwhatyou'retalkingaboutfitsinthebroaderpicture.

GuardiansandDriversmayaskdetailedquestions,particularlyifyou'vebeenkeepingthingshighlevel,sobringanappendixofdetailedinformationthatyoucanreferenceifneeded.

PioneersandIntegratorswilllikelybemoreengagedbythingsthatarevisuallystimulating.Considerincludingvideos,prototypes,orevocativephotostopiquetheirinterest.

Ultimately,ourrecommendationistopreparelikeaboyorgirlscoutwould.

Ultimately,ourrecommendationistopreparelikeaboyorgirlscoutwould.Makesureyouhavesomethingforeachofthetypes,trysomeofthetipswe'veproposed,andthenwatchtheroom.Seehowpeoplerespondandthengofromthere.We'vegivenyoulotsofsuggestionsforhowtorelatetoeachtypealready,buthere'sonelastcheatsheet.

SensingGuardian–doubledownonthedataandfollowalinearpath.

SensingDriver–gettothepointandmakesureyoucandefendit.

SensingIntegrator–usepositivebodylanguageandshareoptionsandimplications.

SensingPioneer–makeitfun,painttheartofthepossible,andgetthemcontributingtheirownideas.

Sure,youcan'tpleaseeveryoneallthetime,butthatdoesn'tmeanyoushouldn'ttry.

PuttingBusinessChemistrytoWorkOnYourTeamsIfyou'vemadeitthisfarweliketothinkyou'velearnedathingortwoandnowhaveavarietyofoptionsforflexingtoindividualsofdifferenttypes.Thatwilltakeyoualongway,butwhatifyou'redealingwithmultiplepeopleatthesametime?Howdoyougofromfocusingontheneedsofonetoaddressingtheneedsoftwo,three,ormaybeevenfourtypesatonce?HowcanyoupracticediplomacywiththeIntegratorswithoutsacrificingthedirectnesstheDriversprefer?HowcanyouprovidethestructuretheGuardianswantwithoutmakingthePioneersfeelpennedin?Maybeyou'rewondering:Woulditbebettertostickwithoneortwotypesonateamsoyoucanmoreeasilycreateanenvironmentthatwillmeeteveryone'sneeds?Isitreallybettertohavelotsofdiversity?What'sthebestcompositionforaneffectiveteamanyway?

Good.Questions.

We'reaskedsimilarquestionsallthetime,andtheanswers,ofcourse,dependonanumberofthings.Whenwe'reaskedabouthowtomakeateameffective,ourresponseusuallyinvolvesaskingaseriesofquestionsinreturntohelpleaderstakeastepbackandconsidertheissueinadifferentway.

Beforeweposeourquestions,we'llmentionthatothershavealsoattemptedtotackletheissueofteamcompositionandeffectiveness.Perhapsmostsignificantlyoflate,Google'sPeopleAnalyticsteamhasexploredit,andintheend,withallthedata,computingpower,andanalyticalchopstheyhaveavailabletothem(andtheyhavealot),theydidn'tarriveatanidealteamcomposition.Insteadtheyconcludedthatateam'snormsandwaysofworkingmattermost.1We'llshareabitmoreabouttheseideasaswegoalong,butweofferthatcontextnowasabitofforeshadowing.Wereallydon'tthinkthereisoneidealteamcomposition.Wedothinkit'simportanttoconsideryourteam'scompositioninthecontextoftheteam'scurrentenvironmentandwaysofworking,aswellasyourteam'sgoal,andthepreferredworkingstyleofyourmostimportantstakeholders.Onceyouhaveabettersenseofhowallthatfitstogether,youcanmakeadjustmentssothatalltypesonyourteamcanthrive.By

theendofthischapterwehopeyou'llhaveagoodsenseofhowtodothat.Nowontoourquestionsforyou.

1.WhatKindofEnvironmentDoYouhaveToday?Everyteamhascertainwaysofworking,fromhowoftentheymeettothewaytheycommunicatetowhattheyvalue.Chancesare,yourteam'scurrentpracticesarecreatinganenvironmentthat'smeetingtheneedsofsometypesbetterthanothers.Askyourself,doesourteam'scultureorwayofworkingenablealltypestothrive?Thisisimportantbecause,youcanaddallthediversityyouwanttoateam,butifit'ssetuptoworkinawaythat'smoreaccommodatingtosometypesthanothers,you'relikelytogetinconsistentperformance.Forexample,ateamthatreliesheavilyonaconsensus-basedapproachtodecision-makingmaybesofrustratingforaDriver—whoisuberfocusedonmovingthingsforward—thatheorshechecksoutentirely.Likewise,ateamwithaveryfluidprocessthatchangesdirectionfrequentlymaymakeittoughforaGuardiantofullycontribute.

Inourexperience,thewayateamendsupoperatingisoftenmoreorganicthanintentional.Sometimesitfollowstheleader'spreferences,orthedominanttypesontheteam.Othertimesitisinfluencedbyorganizationalculture.Whateverthesource,yourcurrentteamenvironmentisyourstartingpoint,soithelpstogiveitagoodhardlooktoknowwhat,ifanything,youmightneedtoadjust.

Whenitcomestoassessingthewaysyourteamworks,herearesomequestionsyouandyourteammembersmightaskyourselves:

Doyoutypicallydictateallaspectsofaproject?Ordoyoudefinewhatneedstohappenandthensetteammembersfreetodeterminehowtheyaccomplishit?Pioneers,inparticular,cravemorefreedomandautonomy,

andyourapproachhereislikelytoimpactthemmost.

Arerolesandexpectationscrystalclear?Doeseveryoneknowwhataragingsuccessordismalfailurewouldlooklike?Orarethingsleftopentointerpretation?TheseanswersmaybeparticularlyrelevantforGuardians,whoperformbestwhentheyhaveclarity.

Arethoseexpectationsalsosethigh?Doyoupushyourteamtoexcelandthenholdpeopleaccountable?ThesepracticesmaybemostcriticalforDrivers,whosometimesfeelheldbackbywhattheyseeasthesubparperformanceofothers.

Isyourdooropen?Reallyopen?Isitcleartoyourteamthatit'sokayforthemtocheckin,askquestions,getyourinput,orevenengageinaconversationthat'sabitmorepersonal?KnowingthisisthecasemightbeparticularlyimportantforIntegrators,whothrivewhentheycanforgerealconnectionswithpeople.

Whilethosequestionscangiveyouagreatstart,therearemanyothersyoumightposetobetterunderstandwhetheryourteam'swaysofworkingaremoresuitableforsometypesthanothers.Hereareafew:

Doesyourteamrigidlystaythecourseorconstantlychangedirection,gobackondecisions,orchasethenextbigidea?

Isitallteamworkallthetimeorarepeopleworkingawayinlonelysolitude?

Ismakingamistakenoproblemonyourteamorisitgroundsforbanishment,punishment,oratleastagoodscolding?

Isthereabiastowardactingfirstandthinkinglaterortowardlookingbeforeleaping?

DoyoucheckinwithpeopletomakesurethingsareA-okay,orleavethemtotheirowndevices?

Arepeoplerecognizedforcontributionsbigandsmall,orareonlyheroiceffortsworthyofacknowledgment?

Whatdoesyourteamrespectandreward?Individualorteamsuccess?Resultsoreffort?IQorEQ?Agilityorexpertise?Quietcompetenceorbravado?Puttingoutfiresorpreventingthem?

Webetbynowyougetthepicture.Ifyou'verealizedyourcurrentteam

environmentismoresuitedtosometypesthanothers,youhavesomeworktodoinordertogetthemostoutofalltypesonyourteam.Don'tbelulledintothinkingyou'resittingprettyaslongasyou'remeetingtheneedsofmostofyourteammembers.Aswe'llsoondiscuss,meetingtheneedsofthoseintheminoritymaybeevenmorecriticaltoyourteam'ssuccess.We'llgettowhattodoaboutallofthatsoon,butfirst,nowthatyou'remoreawareofyourcurrentenvironment,youcanmoveontothenextquestion.

2.What'sYourTeam'sGoal?Eachtypehaspreferredwaysofworkingandparticularkindsoftasksthatarelikelytobemorenaturalforthem.Dependingonwhatateamistryingtoaccomplish,certaintypesmightaddextravalue.Needmeticulous,high-qualitywork?AfewextraGuardiansmightbeagoodidea.Lookingforlotsofbigideas?MorePioneersmightbeimportant.Needtonavigatesometrickypoliticalwaters?MaybeanIntegrator-heavyteamiswhatyou'llwant.Haveabiggoaltoreachinaverytighttimeframe?YoumightbenefitfromincludingmoreDrivers.

Somaybeit'sjustthatsimple?Whoyouwantonateamjustdependsonwhatyou'retryingtodo?Well,notreally.

Foronething,it'simportanttorecognizethecomplexityinvolvedinreachingmostanygoal,whichmeansitwouldrarelybeidealtohaveateamheavilydominatedbyjustonetype.Asanexample,weoftenassociatePioneerswithinnovation,butinnovationinvolvesmultiplephases.Somephasesrequireanexpansiveorientationwhereimaginationandblue-skythinkingarereallybeneficial(that'swhereaPioneeringperspectiveiskey).Butotherphasesrequireanorientationtowardnarrowingdownorprioritizing.Infact,inhisbookOriginals,AdamGrantsuggeststhatthebiggestbarriertooriginalityisnotideageneration,butselection.2InthesephasesamoreGuardian-likeperspective,emphasizingpracticalityorthinkingthroughimplicationsinadetailedway,canreallyhelp.

Further,beware,ourstereotypesaboutthevalueeachtypebringsordoesn'tbringtoateammaypreventusfromrecognizingthatpeoplecanflexasthesituationcallsfor.RememberwecautionedyouaboutthisinChapter8?Weshouldn'tassume,forexample,thatanIntegratorcan'trisetotheoccasionofdrivingtowardabiggoalwithinatighttimeframe,orthataPioneercan'tthinkthroughthedetailedimplicationsofadecision.Ofcoursetheycan;itjustmightrequirethemtoputinalittleextraeffort.

So,ifyourteamhasgoalsrelatedtoinnovation,transformation,collaboration,strategicre-engineering,sounddecision-making,highproductivity,orimplementationofacomplexplan—andwhatteamdoesn't—whatyou'llprobablywantisagooddiversityofperspectives.

Nowontoanotherquestion.

3.WhoAreYourPrimaryStakeholdersandWhat'sTheirPerspective?Mostteamshaveanumberofdifferentstakeholders,frominternalandexternalclients,toleaderswithintheteam'soverallorganization,tothebroadercommunity.Andjustasyourteamismadeupofindividualswhohaveparticularperspectives,stakeholdershaveperspectivestoo.Tryingtogetasenseofwhattheyarecanprovideusefulinformationfordetermininghowyourteamcanbemosteffective.

Aswe'vediscussed,sometimesit'seasiesttoworkwiththosewhoarejustlikeyou.Inthosecasesyougeteachotherandthingsfeelgoodbecausetheygosmoothly.Forthisreasonalike-typeteamorindividualmaybeeffectivewhenworkingwithanimportantstakeholder.Withthoseofthesametype,yourstakeholderislikelytofeelateaseandtoenjoythisworkingrelationship.

Othertimeswhatstakeholdersmostneedisaperspectivethat'sdifferentfromtheirown.Yourteam'sclientmightbeabig-picturethinker,whoneedshelpsortingthroughthedetailsofanimplementationplan.Ortheymightprefertoavoidconflictandwantsomesupportinmakingtherightdecisionevenwhenit'sunpopularwithothers.Inthesecases,adifferent-typeteamorindividualmaybringmorevalue,butonlyifyoucanofferadifferentperspectiveinawaythat'spalatabletothestakeholder.Forexample,thismightmeanprovidingaPioneer,whoprefersabig-pictureperspective,withasummarythatallowsthemtobeconfidentyouhaveallthedetailscovered,butdoesn'tactuallyforcethemtogetintotheweedswithyou.Forhelpwithgettingthetonejustright,ateamwithastakeholderofadifferenttypemightseekoutafriendlycolleaguewhosharesthestakeholder'sworkingstyletohelpprepareforthatinteraction.Forexample,ifthestakeholderisaGuardian,checkinwithaGuardiancolleaguetodeterminewhetheraproposalincludestherightlevelofdetail.

Regardlessofwhothestakeholderis,understandingtheirperspectiveisanimportantfirststep.Thenyourteamcanattempttoworkandcommunicateinthestyleofthestakeholder,butpushtheirlimitsorofferadifferenttakewhereneeded(e.g,encouragingsomerisk-takingforastakeholderwhoseemsrisk-aversetoafault).Itmayseemobviousthatadiverseteamcoulddeliverthebestofbothworlds,butit'snotalwaysassimpleasitseems.Togetthemostvaluefromdiversity,itneedstobeactivelymanaged.We'lltalkabitmoreaboutthatsoon.Butfirst,ontoourfinalquestion.

4.What'stheCurrentCompositionofYourTeam?WhilepeopleoftenaskusaboutthebestBusinessChemistrycompositionforateam,wealsohearthatcreatingateamwithaparticularcompositionismoreofapipedreamthanarealoptionformostleaders.Oftenyou'restuckwiththeteamyou'vegot.Sometimesyoumightbeabletochangethingsupabit,buttherearemanyfactorstosimultaneouslyconsiderwhenchoosingteammembers—liketheirknowledge,skills,andexperience;who'savailablewhen;whatthebudgetis;thebalanceofgenderandothertypesofdiversity;andamultitudeofothercomplicatingfactors.SoevenifyouwantedtoselectyourteambasedontheirBusinessChemistrytypes,inmostcasesitwouldbearealchallengetodoso.Instead,weusuallyrecommendcarefullyassessingyourteam'scompositioninthecontextoftheissueswejustexplored,andthenactivelymanagingitbymakingadjustmentstohowyourteamworks.ThisfitsinwithGoogle'sfindingsthatwhatmattersisnotsomuchthespecificcombinationofpeopleonateam,

buthoweveryoneworkstogether.

Whenitcomestoteamcompositiontherearearangeofpossibilities,buttheycanmostlybebrokendownintotwobroadcategories.Eitheryourteamwillberelativelywell-balancedacrossthevarioustypes,oritwon't.Ifit'snotbalanced,thatusuallymeansit'sprimarilydominatedbyoneortwoofthetypesandlighterontheremainingtypes,ormaybeevenmissingthosetypesentirely.Andtherearepotentialbenefitsandchallengesassociatedwithanyofthesecombinations.Let'sstartwiththedominantscenario.

NotBalanced:EffectsofaDominantTypeOnepotentialbenefitofateamthathasmanypeoplewiththesametypeisthat,becauseoftheirsimilarity,workingtogetherlikelyfeelsprettygood—atleastforthoseinthemajority.Similaritybetweenpeoplecancontributetogroupcohesivenessandmoresatisfiedteammembers.34Whenpeopleonateamshareaparticularperspective,workislikelytogosmoothly.Peoplewilltendtoagreeonwhattodoandhowtodoitandtheteamwillfeelconnected.Forexample,ateamdominatedbyDriverswilllikelyembraceafastpaceandrevelinafeelingofaccomplishmentastheypushhardtomeetgoalsanddeadlines.AteamwithIntegratorsinthemajoritywillrelishhighlevelsofcollaborationastheyallfocustogetheronconnecting.

Itsoundsprettygood,right?Unlessofcourseyou'reintheminority.Thenyoumightfeelabitleftoutinthecold.We'lldiscussthatfurtherinamoment,butit'snotjusttheminorityteammemberswhoarelikelytosufferonanunbalancedteam—theteam'seffectivenessmayaswell.Researchsuggeststhatwhiledecisionsmadeinahomogeneousteamfeelgood,they'reofteninferiortothosemadeinmorediverseteams.5

Why?Well…pictureawaterfall.Andnowpicturetryingtochangethedirection

inwhichthewaterflows.Withoutafeatofengineering,itwouldbepracticallyimpossibletodoso.Thisishowacascadeworksonateam.Onceideas,discussion,ordecision-makingstartmovinginaparticulardirection,momentumoftenkeepsthemmovinginthatdirection,regardlessofwhetherit'sthebestdirection.6Evenifsomediverseviewsexistontheteam,they'reunlikelytodiverttheteam'sdirectiononceit'sbeenset,inpartbecausepeoplehesitatetovoicedisagreementwithanideathatgetsearlyvisiblesupport.Whilethisisn'tagreatthing,itdoesn'tnecessarilyfeelbadinthemoment.Infact,itcanfeelprettygoodwheneveryoneisgoingwiththeflow.

Thesekindsofcascadescanhappenonateamfortwoprimaryreasons.Reputationalcascadesoccurwhenpeoplefearthatvoicingdisagreementoradifferentperspectivewillmakethemlookbadorevenleadthemtobepunishedinsomeway.RememberourdiscussionofpsychologicalsafetyinChapter10?Alackofpsychologicalsafetycouldleadtoareputationalcascade.Informationalcascades,bycontrast,occurwhenpeopleassumeearlyspeakerswhoareinagreementwithoneanothermustknowsomethingtheydon't.Inotherwords,peopledon'toffertheirdifferingopinionbecausetheysuddenlysuspecttheymightactuallybewrong.Afterall,theircolleagueswhospokeearlyandsoconfidentlyaresmartpeople,right?

Eitherway,cascadesleadthosewithdifferingopinionstoself-censor,whichmeanstheteamcan'tbenefitfromtheirdiverseperspectivesbecausetheyremainundercover.Asaresult,decisionsmadebytheteamenduplookingmoreunanimousthantheyactuallyare.Whilethoseunanimous-seemingdecisionsfeelprettygood,they'reoftennotthebestdecisions.Thisphenomenoniscommonlyknownasgroupthink.

Youmightimagineithappeninglikethis:Ateamofhigh-energy,outspokenPioneersstartstalkingexcitedlyaboutanewdirectionforaproject.Theywhiteboardfranticallyandspeakinrapid-firefashion,bouncingideasoffoneanotherandpossiblybouncingaroundtheroom.ThesoleGuardianinthegroupfeelsanigglingsensethattheideacan'twork,butit'shardforhertopiecetogetherexactlywhywhentherearesomanypeopletalkingatonce.Bythetimeshepinpointsthemajorflawthatshe'sbeencirclingaround,thePioneersarewelldownthepathwiththeiridea.Andthey'resodamnexcited!SodoestheGuardianspeakupandbursttheirbubble?Ormightshefirstpause(she'saGuardianafterall)toconsiderthepotentialpersonalbenefitsandcostsofdoingso,beforedecidingtostaysilent?

Themajoritytypeoftendeterminestheformthatgroupthinkwilltake,sounderstandingwhatperspectiveateamislikelytohavecanbeassimpleas

understandingwhatperspectiveateamislikelytohavecanbeassimpleasidentifyingwhichtypeismoststronglyrepresented.

Whilemostofusfinditeasiesttoworkwiththosewhoshareourtype,whenitcomestoteams,it'sfarfromafool-proofrecipeforsuccess.It'simportanttonotethatanoverwhelminglydominanttypeisn'trequiredforthesethingstohappen.Sometimesasmallerconcentrationofmemberswithextremetypescanhaveasimilareffect.Orevenjustasingleperson,forinstance…aleader.

Potentialblindspotsandlikelyoutcomesofteamsdominatedbyeachtype

PotentialBlindspot LikelyOutcomeAPioneer-heavyteammaygetalittletoooutlandishwiththeirideasandfailtoconsiderwhetherthere'sanyrealisticwaytoactuallyimplementthem.

Potentiallyabigwasteoftimeandmoney.

AgroupofGuardianscangetintotroublebyfallingintoastateofanalysisparalysisanderringtowardkeepingthingsthewaytheyareratherthanexperimentingwithsomethingnew.

Maybeleftinthedustbytheircompetition.

Together,abunchofcompetitiveDriversmaylockthemselvesintothefiercepursuitofagoalonastricttimeline.

Possiblyfailtoconsidernewinformationthatsuggestsachangeofdirectionwouldleadtogreatersuccess.

Ateamdominatedbyconflict-avoidantIntegratorsmayadoptasubparideabecausenoonewantedtocriticizeit.

Mayworkharmoniouslytowardthewronggoal.

©2018.DeloitteToucheTohmatsuLimited

Whatpeoplesayaboutleadersofeachtype

Strength“IenjoyworkingwithPioneersbecausetheybringenergytotheroomandthey'reunboundedintheirthinking,whichpushesmetobemoreinnovative.”

Weakness“ThePioneersI'veworkedwitharequiteunrealisticandoftenverymanic,jumpingfromideatoidea

withoutpause.”

Strength“Theykeeptheteamgroundedandmakesureideasarefeasible.”

Weakness“Ilovebigideasandcreativity,whichcanbestuntedbythepracticalthinkerintheroom.”

Strength“Driverscantakeideasfromconcepttoactionandkeeptheteamontrack.”

Weakness“IfeelbulldozedbyDrivers.”

Strength“Theylistengenerouslyandbringpeopletogether.”

Weakness“They'retooconcernedaboutwhatotherpeoplethinkandcan'tmakeamovewithoutconsensus.”

NotBalanced:EffectsofaDominantLeaderAleader'stypecanhaveasstronganimpactonateam'sperspectiveashavingamajoritytype—especiallyaleaderwhostatestheiropinionearlyoroften.

Forexample,asleaders,Pioneers'imaginationandfocusonpossibilitiescaninspirecreativityinothers,butattimestheymovesoquicklythatimportantdetailsandprocessesareoverlookedbythewholeteam.Guardianleaderscanprovideastablefoundationthatmitigatesriskandmakespeoplefeelsecure,buttheirteamsmayendupbeingmorecautiousandinflexiblethanisideal.Driversinleadershiprolesoftenpushtheirteamstoexcelandrisetoachallenge,buttheymightalsoprioritizeresultsoverpeoplewithdetrimentaleffectsontheway

theymightalsoprioritizeresultsoverpeoplewithdetrimentaleffectsonthewayteammembersrelatetooneanother.AndIntegratorsasleadersfrequentlybuildtrustbyprioritizingpeopleandcollaborativecultures,buttheymightalsooveremphasizegettingeveryonetoagree,whichcandiscouragedifferingopinions.

NotBalanced:EffectsofMissingaTypeIfyourteamhasadominanttypeortwothentheothertypeswillbemorelightlyrepresentedorevenmissingentirely.Andthosemissingperspectivescanalsohaveamajorimpactontheteam'sdecisionsandthewaytheteamfunctions.Forexample,ateamwithnoGuardianscouldbeoverexposedtoriskwithoutthemorecautiousperspectivethatGuardiansarelikelytobring.AteamwithnoIntegratorsmayhaveatoughtimeworkingthroughadifficultinterpersonalchallengewithouttherelationshipfocusthatIntegratorsarelikelytoemphasize.AteamwithnoPioneersmightmissopportunitiesbecausetheyaren'tstretchingtheirthinkingenough.AndateamwithnoDriversmightmisskeydeadlineswithoutthatDriver-likediscipline.

Eveniftheteamhasatokenindividualorasmallgroupofaparticulartype,itmaynotbeenoughtoactuallyrepresentthatperspective,especiallyifthosepeoplearenotparticularlyoutspoken.Thisisbecauseofthecascadingeffectwediscussedearlier.Andevenifthesetokensarewillingtostateadifferingopinioninthemidstofacascade,there'sanothereffectthattendstomaketheirbraveryfutile,aphenomenonknownashiddenprofiles.7Whenworkingingroupswetendtofocusoninformationthatissharedbymanyanddismissinformationthatisheldbyafew,evenifthatexclusiveinformationisthekeytothekingdom.Thatmeanstheminorityperspectivebecomesvirtuallyinvisible(i.e.,theirdifferingprofilesarehidden).Asaresult,weoftenbenefitlittlefromuniqueperspectivesthatcouldimproveourdecision-making.

Itmightlooklikethis:Let'ssayateamofGuardians,whotendtostickwithwhat'striedandtrue,intentionallyseeksouttheperspectiveofaPioneertohelpthemexpandtheirhorizons.ThePioneersharestheirthoughtsanddescribesavisionofabrightnewfuture.TheGuardianssmileandnodthoughtfully.ButthenGuardianApointsoutapotentialriskofgoinginthedirectionthePioneersuggests.AndGuardianBpilesonwithanotherpotentialrisk,followedbyGuardianC.ThentheGuardianslookateachotherandrevertbacktotheirprior,sharedperspective(whichnowoverwhelmsthenew,differentperspective)andconcludethatthePioneer'sideaistoorisky.

Addtoallofthisthatthetypesintheminoritymightbetryingtosucceedinanenvironmentthatfeelslikeapoorfit,orevendownrighthostiletothem—likethestorieswesharedinChapters12–15.Ifyouansweredthequestionsweaskedaboutyourteamenvironmentyoumighthaveidentifiedsomepracticesthatarelessidealforsometypesthanothers.Togetherthisallmeansthatifyou'renotpayingverycloseattentiontotheminoritytypesonyourteamyou'relikelynotbenefittingfromtheirdiverseperspectivesasmuchasyoucould.

ABalancedTeamAfterallthatdiscussionaboutminoritiesandmajorities,itseemslikeadiverseandbalancedteamwouldbetheholygrailofteamcomposition.Indeed,amongthemostpowerfulbenefitsofabalancedteamisthepotentialtomitigaterisksassociatedwithcognitivebiaseslikegroupthink,leadingtobetterdecisionmakingandproblemsolving.Butwhilediversityenhancescreativityandencouragespeopletosearchfornovelinformationanddifferentperspectives,itcanalsobringchallengeslikegreaterconflict,difficultieswithcommunication,andlowerlevelsoftrustandcohesion.8910Itcanalsobedifficultforleadersandteammemberstonavigatethemanypreferencesofpeopleonaverydiverseteam.TheworkenvironmentthatmostsuitsaGuardian,forexample(highlystructured,detail-focused,solitarywork),istheoppositeoftheonethatmostsuitsaPioneer.Asaleader,howcanyouprovidethembothwiththeenvironmentthatbestenablesthemtosucceed?Howdoyoumeettheneedsofonetypewithoutturningtheothersoff?

WorkingWithWhatYou'veGotBeforewediscusswhattodoaboutallofthis,we'dliketonotethatthevalueofthestrategieswe'reabouttosuggestmaybemostobviousinadiverseteamthat'sbalancedacrosstypes.Buttheycanbeequallybeneficial,andperhapsevenmorecritical,onanunbalancedteam,becausetohaveanyrealhopeofbenefittingfromtheperspectivesofyourminoritytypes,youneedtocreateanenvironmentthatsuitsthem.Andyet,youobviouslydon'twanttoturnoffthemajorityofyourteam.

Toillustratehowyoumightworktowardcreatingateamenvironmentwherealltypesexcel,we'llfocusonmeetings,becauselet'sfaceit,mostofusspendmoretimethanwe'dlikeinmeetings.Endless.Meetings.Therearemanyaspectsofwhatmakesameetingsuccessfulornot(andinfactwespendalotoftimestudyingthatintheDeloitteGreenhouse).Here,we'llofferjustafewpracticalperspectivesthathaveparticularrelevancetoBusinessChemistry.Wehopetheseexamples,pairedwiththequestionsyoupreviouslyansweredaboutyourcurrentteamenvironment,willsetyouonapathtoexploringmanydifferentaspectsofhowyourteamworksnowandmightworkdifferentlyinthefuture.First,somelevel-setting.

Weallknowwhatameetingis,right?Yougatherinaconferenceroomwithagroupofcolleagues.Ifyou'reluckytherearesomewindows,butyou'renotalwayslucky.Yousitinchairsaroundatablethathassomeless-than-freshbagelsploppedinthemiddleofit.Youdon'twanttoeatthosestalebakedgoodsbutyoudoanyway—becausethey'rerightthereinfrontofyouandyou'repossiblyabitbored.Peoplemayormaynothavetheirlaptopsopen,dependingonthecultureoftheteam,andsomepeoplemaybehalfasleepduetothebagels(oraretheysurreptitiouslylookingattheirphones?It'shardtotell).Youtalktoeachotheraroundthetable,ormaybewatchandlistentosomeonepresentingaPowerPointdeck.(Oryoudon't,becauseyou'retoobusywithyourphone.Or

PowerPointdeck.(Oryoudon't,becauseyou'retoobusywithyourphone.Orthebagels.)Maybesomeonetakesnotes.Maybetherearehandouts.Or,maybeit'saconferencecallandabsolutelyeveryoneismultitaskingwheneverthey'renotactuallytalking.We'veallbeenthereandthat'sjusthowmeetingsare,right?We'dsuggest,no.

Meetingsdon'thavetolooklikethat,andifyourmeetingsdo,thenyou'reprobablynotmeetingtheneedsofanyofthetypesonyourteam!Wewon'tgothroughallthewaysyoucanengagedifferenttypesinmeetings,butwewillmakesomesuggestionsthatcansetyouontherightpath.Whoknows?Maybeyou'llevenmanagetomakemeetingsenjoyable,oratleastmoreeffective.

NailtheEssentialsEverybodyhaspreferencesforthewaytheylikethingstobe,buteachBusinessChemistrytypehasspecificthingsthatareessentialforthemtobeabletocontributetotheirfullestpotential.Yourmeetingstructureandapproachshouldaddressasmanyofthese“bareminimums”asfeasibletoengageallthetypes.

ForGuardians,what'sessentialishavingaclearagendawithspecificexpectationssentoutinadvance.Thishelpsthemplanahead,fromwhatthey'llbringtohowthey'llcontribute.Ifyouhavepreworkormaterialstheycanreview,evenbetter.Guardians,inparticular,processthingsmoredeliberatelythanothertypesandaremorereservedaboutsharingtheirthoughts.Makingsuretheyhaveachancetodosomeofthisprocessinginadvanceisagifttothemmorethanaburden.Finally,startandendontime!

ForPioneers,what'sessentialishavingvisualsthatbringthecontenttolife.Thiswillholdtheirattentionandsparktheirimaginationmorethantextornumberheavypresentations.Asmuchaspossiblebuildsomeflexibilityintoyouragendatoallowforatangentortwo—Pioneerstendtoshutdownwhentheyfeeltooboxedin.Whilefewpeopleloveboringconferencerooms,Pioneersinparticular

boxedin.Whilefewpeopleloveboringconferencerooms,Pioneersinparticularwillappreciatealessconfiningsettingwithnaturallight.

ForIntegrators,what'sessentialishavingtimeforinterpersonalconnectionandsharingofideas.Makesurethatyoumakeroomforabitofsmalltalkorconnectinginsmallergroupings(likepairingupforsomediscussionsversusonlyplenarysettings).Ifyouwantadecisionmade,you'llnotonlyneedtomaketimeinyouragendatoaccommodatepeople'sinput,butyoushouldalsofactorintimeforIntegratorstogetinputfromothers,eitherteeingthetopicuppriortothemeetingorbuildingintimeafterthemeetingsotheIntegratorshaveanopportunitytomaketheirrounds.

ForDrivers,what'sessentialishavingclearobjectives,andachievingthem.Articulatehowthevariouspiecesoftheagendaarecontributingtomeetingthosegoalsandpushforsomelevelofclosurebeforemovingontothenexttopic.Includedatatobackupanykeypoints,andprovideopportunitiesforproductivedebate.Bonuspointsifyoucanconcludethemeetingearly.

ProvideOptionsandCreateHybridApproachesOnceyouaddresstheessentialsforeachofthetypes,you'llthenwanttomakesurethatmeetingtheneedsofonedoesn'tcomeattheexpenseofanother.Youcandosobymakingvariousaspectsofyourmeetingsoptional,andbycreatinghybridapproachesthataredesignedtomeettheneedsofseveraltypesatonce.

MakePreWorkOptional

Prework,oneofourGuardianessentialsshouldbeoptionaltoreview.Youdon'twantthesuccessofyourmeetingtodependonpeopledoingprework,becausecertaintypesaren'tlikelytodoit,andaskingthemtomaytintthewholeeventthecolorofdrudgery.Guardianswilllikelywelcometheopportunitytoprepareinadvance,andalone,sothatthey'remoreabletofullyparticipatewhenwiththegroup.Integrators,too,mightappreciatethechancetoconsiderissuesinadvanceandmaybeevendiscussthemwithothersbeforethey'reaskedtocommentinameetingortomakeadecision.Providingtheseopportunitieswillbenefitthewholeteambygettingmoreconcernsoutintheopenearly,speedingupdecisionmaking,andreducingthelikelihoodofrevisitingdecisionssincethey'vebeenthoroughlyconsideredinadvancebythosewhoprefertodothingsthatway.AllofthesebenefitsarelikelytobeappreciatedbyDrivers,andbyPioneerstoo.Offeringtheoptionofpreworkwithoutforcingtheissueislikelytomeaneveryonegetswhattheyneedandeveryonewins.

MakeBrainstormingSmarter

Somepeopleloveagoodbrainstormingsession,whereenergyishigh,thepaceisbrisk,andideasbouncearound,collide,andshootforthemoon.Butothers,notsomuch.Withtheirmorereservednatures,introvertedtypessometimesfinditchallengingtocontributeinthiskindofsetting,eitherbecausetheycan'tgetawordinedgewisewithallthoseExtrovertstalking,orbecausetheydon'tfeelsafesharingtheirideas(aswediscussedinChapter10).Anditturnsoutthaton-the-spotgroupbrainstormingisactuallynotthemosteffectivewaytogetthehighest-qualityideas,(orthelargestnumberofideas,forthatmatter);individualbrainstormingis.11

Thatdoesn'tmeanyourteamshouldneverengageinthosekindsofbrainstormingsessions,especiallyifsomemembersofyourteamfinditvaluable.Insteadofthrowingthebabyoutwiththebathwater,meettheneedsofmoreofyourteammembersbyaddingsomeadditionalbellsandwhistlestothewayyoubrainstorm.Oneideaistoletpeopleknowinadvancewhatyouwanttobrainstormaboutinanupcomingmeeting.Likeofferingtheoptionofprework,givingpeopleaheads-upastoabrainstormingtopicwillallowthosewhohaveahardtimebeingcreativeinthemiddleofahurricanetogetaheadstart.Thatwilllikelyincreasethechancesofgettingsomeoftheirideasintothemixbeforeacascadetakesholdofthediscussion.Anditcanhaveanaddedbenefit—researchhasshownthatpeopletendtobemoreacceptingofcreativeideasifthey'vefirsttriedtogetcreativethemselves.12Sogivethosemorepracticaltypes—GuardiansandDrivers—thechancetodosoandsomeofthemoreinnovativeideasproposedbyothersmightgodownalittleeasier!

Butifthemoreintrovertedtypesfeellesssafeofferingtheirideas,theymightnotshareevenifyoumakespaceforthemtodoso.Toaddressthischallenge,considermakingtheinitialstageofbrainstormingconfidential,sothosewhofeellesssafesharingwon'thidetheirlightcompletelyunderabushel.Thereare

lesssafesharingwon'thidetheirlightcompletelyunderabushel.Therearemanydigitaltools,forinstance,thatallowpeopletoprovideinputanonymously.Oncesomeofthesetechniqueshavebeenimplementedtohelpsurfacetheideasofthosewho'remorehesitanttofightforthefloor,youcangoaheadandholdafree-for-allbrainstormingdiscussionasyourExtrovertsmightprefer.

MakeDetailedTasksVisualandInteractive

Sometimestherearetasksthatsimplyneedtobeaccomplished—likecreatingcomplexworkplansorGanttcharts—whetherornotsomeoneontheteamthinksit'sboring.Andyoucan'talwaysrelegatethesetaskstoyourGuardiansorDriversalone.Butinsteadofeveryonesittingaroundtogethersquintingattinyfontsintinyboxes,couldyouaccomplishthesekindsoftasksinawaythatgetsthejobdonebutalsointegrateselementsofmovement,visuals,orinteractivity?Imaginecreatingyourworkplanonahugewallchartwherevariouspiecescanbeadded,removed,orrelocatedduringthediscussion.YourGuardianswillgetthefocusedattentiontodetailsthattheyneedandtheDriverswillclearlyseehowthegoalsaregoingtobeaccomplished.Thiswouldalsobeaneasywayforpeopletoseeindividualpointswithinthebroadercontext,somethingimportanttoIntegrators.EvenyourPioneersmightbeabletostayontaskwhileworkingthroughdetailsinmoreinteractiveandengagingways.Andallwithoutstraininganyone'seyes.

MakeStageCrewanAcceptableChoice

Whenworkingthroughareallytrickyproblem,therearelotsofwaystoapproachit.Youcouldhavealongdiscussion,bringvariousexpertsintosharetheirperspectives,orreviewafewreportsandpositionpapers.Or,youcouldaskyourteamtotryouttechniquessuchasroleplays,skits,improv,orotherversionsofplay,whichcanincreasecognitivefitnessandenhancecreativeproblemsolving.13Ifyou'reaGuardian,thoselastactivitiesmaystrikefearintoyourheart(theydoforSuzanneandshe'lldojustaboutanythingtostayoffthestage).Ifyou'reaDrivermaybetheyfeelabitfrivolous.ButPioneersandIntegrators,inparticular,oftenlovetheopportunitytoactivelyengagewithanideaorchallengebygettingupandactingitout.Formanyofthesefolks,thechancetousetheircreativityandactingchopskeepstheminterested.

Thekeywhenaskingagrouptotrysomeoftheselesstraditionalactivitiesistooffermultiplewaystoparticipate.Don'tforceamoreintrovertedpersonontothestageorinfrontofavideocamera—insteadofahealthystretchthismaybetoofarforcomfort.Andifsomeone'stotallypreoccupiedbyperformanceanxiety,they'reprobablynotfocusedonlearning.Whilesomepeoplecan'twaittoget

they'reprobablynotfocusedonlearning.Whilesomepeoplecan'twaittogetintothespotlight(ahem,Pioneers),othersaremorecomfortableparticipatingoffstage,developingascript,suggestinganimprovscenario,creatingaprop,recordingavideo,cheeringtheircolleagueson,orsummarizinglearninginawrap-upconversation.Offertheseaswaystobepartoftheaction.

MakeYourMeetingsWorkforHumans

FromourworkintheDeloitteGreenhouse,we'vediscoveredthattherearelotsofotherwaystomakemeetingsbetterbyfocusinginonsomeofthebasicthingsthatcanenhancethehumanexperienceregardlessofBusinessChemistrytype(butinwaysthattraditionalmeetingsdon'talwaysaddress).Considerthingslikemovementandcomfortableseatingoptions;humoranduseofmetaphor;lighting,music,evenscent.Andonelasttipforyourmeetings:Whileweagreepeopleneedsustenance,ifyouwantyourteamenergizedratherthaninacarbcoma,youmightwanttorethinkthosebagels.

SpecialConsiderationsforanUnbalancedCompositionWhiletheideaswe'vejustofferedarerelevantforanyteamcomposition,whenyourteamisdominatedbyoneortwotypesandlightonothers,therearesomespecialconsiderationsthatcanfurtherhelptoavoidthosegroupthink-stylecascadeswetoldyouabout.

SwitchuptheOrder

Oneideaistoencourageminoritytypestospeakfirst.Doingsowillgivethemsomechanceofinfluencingthedirectionoftheconversationbeforeacascadetakeshold.PsychologistSolomonAsch'sclassicexperimentsonconformitydemonstratedthatevenonepersongoingagainstthemajoritycangreatlyincreasethelikelihoodthatotherswillofferdivergentperspectives.14Takeadvantageofthisphenomenontohelppromotehealthydissentonyourteam,andmakeiteasierforyourminoritytypestogoagainstthetidebyencouragingthemtodosobeforethedirectionisobvious.

WearDifferentHats

Youmightalsoaskothersto“thinklike”themissingtype.Dothisearlyintheconversation,too,beforethemajorityviewpointtakeshold.Youknowhowyou'llsometimeshearsomeonesay,“Justplayingdevil'sadvocate”?Inthiscaseonemightsay,“JustplayingDriverhere…”or“IfwehadanIntegratoronthisteamIthinktheywouldlikelysay…”OnceyourteamiswellversedinBusinessChemistryit'susuallynottoodifficultforthemputthemselvesintheshoesof

Chemistryit'susuallynottoodifficultforthemputthemselvesintheshoesofotherswhenaskedtodoso.

LookInside

Youcouldalsosuggestthatpeopleleanintotheirsecondarytypes.Rememberourexplorationofprimary-secondarytypecombinationsinChapter7?It'srarethatateamismissingaperspectivealtogether,evenifyou'remissingaprimarytype.Sincewe'reallamixofthefourtypes,andmostpeoplehavearelativelystrongsecondarytype,someonewiththesecondaryyou'remissingmightbeespeciallygoodatdoingwhatwe'vesuggestedabove.

LeadTogether

Whatifyou'retheleaderoftheteam?First,youshouldacknowledgethatyouhaveatype,justlikeyourteammembers,superiors,andstakeholdersdo,andunderstandthatyourtypeislikelyimpactinghowyouviewtheworld,howyouprefertowork,andhowyoulead.Itmayalsobeinfluencinghowyourelatetoothers,whichtypesthriveunderyourleadership,andwhoyouseeasmosteffectiveormostchallengingtoworkwith.

Inadditiontothesuggestionswehaveforflexingtoothertypesingeneral,asaleader,youmightconsidertakingonaleadershippartner,orco-lead,withadifferenttype.Ifaco-leadofequalrankisn'ttherightsolutionforyou,asecond-in-commandofadifferenttypecanalsobeagoodbalance.Ifyou'reanIntegratorwhogetsboggeddowninconsideringtoomanyperspectives,aDriverorPioneermayhelpyoudecidewhentocutoffdiscussionandmakeadecision.Ifyou'reaDriverwhotendstopushyourteamtoohardorfast,aGuardianorIntegratormightbeabletohelpyouseewhenit'simportanttotakeabreather.

Onceyoustartlookingforit,you'lllikelystartseeingexamplesofthesepowerpairingsinsuccessfulcompaniesacrossindustries,maybeevenwithinyourowncompany,leaderswhoworktogetherlikepeanutbutterandjelly.Afterall,asthesayinggoes,twoheadsareoftenbetterthanone.Butbeware:Leadersoftwodifferenttypescanalsocauseconfusioniftheteamexperiencestheirdifferencesastheywouldatwo-headedmonster—whilethey'retryingtoanticipatewhatoneheadisgoingtodo,theotherissuddenlymovingforwardwithjawsopen.Whenco-leadingwithadifferenttype,makesureyouputabitofextraeffortintocommunicationwithoneanotherandwithyourteam.

CreatingaWholeThat'sMore(NotLess)ThantheSum

ofItsPartsTobringtolifehowyoucangetthemostoutofadiversegroupinreallife(#BizChemIRL),let'slookatanexampleoftwocompaniesgoingthroughamerger,we'llcallthemPiotechandNewco.Piotechwasalargesoftwarecompanywithareputationforbeingboldandinnovative.Theywereacquiringastart-up,Newco,knownforitscommitmenttoquality,deeprelationshipswithcustomers,andindustry-leadingbrandloyalty.Theintegrationteamwasmadeupofpeoplefromeachorganization,withjointleadsrepresentingeachcompany.

Claire(anIntegrator-Pioneer)wastheleadforPiotech.Shewasoutgoingandenthusiastic,constantlyrushingfromonecommitmenttothenext,leavingatrailofPost-Itsandpensbehindherasshewent.HerNewcocounterpartfortheintegrationwasJohn(aGuardian-Driver),astrongsilenttypewhoalwayscarriedaroundhisowncoffeemugstampedwithoneword:Java.Overalltheworkingteamhadarelativelygoodbalanceoftypes,whichsoundslikeapositivething,butitdidn'tseemtobeworkingintheirfavorifyoutakeoneoftheirfirstmeetingsasthecaseinpoint.

Asthetwoleadstriedtoestablishprioritiesandexpectationsitwasalmostasiftheywerespeakingdifferentlanguages,whichofcourse,ifyouthinkofworkingstyleasalanguageofsorts,theywere!Johnwasquiet,almostwithdrawn,exceptwhenhespokeuptoaggressivelycritiqueapoint.Clairewasspeakingevenmorerapidlythanherusualrabbitpaceandseemedflusteredasshekeptbouncingbetweentopics.

Whiletheleaderswerecaughtinanunproductivebackandforth,theteamwasn'tfaringmuchbetter.ThePioneerswereshootingoffideasforhowthingscouldproceedwithoutwaitingforinputfromanyoneelse.TheDriverswerehavingasidedebateaboutoneparticularaspectofthedeal.TheIntegratorskepttentativelysuggestingthingsthateveryoneignored.AndtheGuardiansjustkepttothemselves.Oneoftheteammemberstoldusafterthemeetingthatitwasliketryingtolearncalculusduringlunchinahigh-schoolcafeteria.Noneofitwasworking.

AfterlearningabitaboutBusinessChemistry,thisteamcommittedtotryingoutsomenewtechniques.Clairemadeanefforttoputinmorestructure,clarifyresponsibilities,anddefinedesiredoutcomesmoreexplicitly.Johnbegantryingtospendmoretimewiththemembersoftheintegrationteamandotheremployees,gatheringandincorporatingfeedback.Healsotriedtobemoreopentoadjustingprioritiesbasedonemergingneeds.

toadjustingprioritiesbasedonemergingneeds.

Together,ClaireandJohnbeganexperimentinginteammeetingswithdividingupresponsibilitiesandplayingdistinctrolesthatreflectedtheircomplementarystyles.Clairewouldopenthemeetingswithaquick,usuallyfunny,storyabouttheteam'sprogresstodate.ThenJohnwouldlayouttheagendaforthemeeting,whichtheyhadsharedwiththegroupinadvance(togivetheGuardiansinparticulartimetoprepare).Hethenwouldstartwithabriefsummaryofkeystatsrelativetoobjectives(designedtosatisfytheDriversinparticular).Afterthatsummary,theywouldn'tnecessarilyfollowtheagendasequentially.Instead,Clairewouldcallonpeopleinarandomsequencetomixthingsup(keepingthingsabitmoreinterestingforthePioneers).Andtheyalwayshada“wildcard”portionoftheagenda,whichprovidedopentimetotalkaboutwhateverwasonthegroup'smind(whichtheIntegratorsinparticularloved,buteveryoneappreciated).

Astheseprocesschangesstartedtobecometheirnewwayofdoingthings,theyalsoaskedpeopletotakeonspecificlensesastheyworkedthroughtheintegration,lensesthatwereessentialtotheteam'ssuccessandwhichalsosuitedtheirindividualstrengths.OneoftheIntegratorswasaskedtobethe“VoiceofEmployees,”aDriverwasaskedtobethe“VoiceofCompetitors,”aPioneerwasaskedtobethe“VoiceofCustomers,”andaGuardianwasaskedtobethe“VoiceoftheMarket.”Thisconstructprovidedthemwithaplatformnotonlytocontributevaluableinsightsfromtheirassigned“voices”,butalsotoensurethattheirownvoiceswouldbeheardaswell.

Fastforwardseveralweeks,andClaireandJohnhadturnedacornerintheirrelationship.Beyondjustacknowledgingthattheycamefromdifferentperspectives(whichinandofitselfhelpedalot),theybothwereflexingtowardtheother.ClairelearnedtoviewJohn'sdirectnessasasignofhisdedicationtotheproject,versusacriticismofher.JohninturnmadeanefforttoconnectwithClairemoreoften,notjustwhenheneededsomethingfromher.

Asyoucanimagine,allofthiscontributedtothesuccessoftheintegration,butthefeedbackfromtheteamalsoindicatedthatitwasoneofthemoreproductiveandenjoyableprojectsthey'deverbeenpartof.Win–win!

Don'tTryThisonYourOwnWhateveryourteam'scomposition,youdon'thavetodoanyofthisalone—andyoureallyshouldn't!Bringothersintotheeffortbylettingthemknowwhatyou'retryingtodo.LearntogetherabouttheBusinessChemistrytypes,adopta

you'retryingtodo.LearntogetherabouttheBusinessChemistrytypes,adoptacommonlanguagefortalkingaboutworkingstyles,andgetasenseofeachother'sstylesandthoseofyourmostimportantstakeholders.Wherearethesimilaritiesanddifferences?Wherearethepointsofcomplementarityandconflict?

Thereareseveralreasonsformakingthiseffortanongoingteamprojectorwayofbeing.First,there'snoreasonforyoutocarrytheburdenallbyyourselfwhenyoucansharetheloadwithothers.Really,sharingisnotjustforIntegrators.Carryingheavystuffcanbeexhausting!Andyouneedyourenergytodolotsofotherthings.

Second,chancesofmakingameaningfuldifferenceinthestrengthofyourworkingrelationshipsandtheeffectivenessofyourteamaremuchhigherwhenyou'reallworkingfromacommonpointofreference.SayyouhaveanIntegratorteammemberexperiencingchallengeswithaparticularcolleague.IfyoupointoutthatitseemsalikeaclassicIntegrator-DriverconflictthattheycouldaddressbyflexingalittlebitintheDriver'sdirection,it'sgoingtobealotmorehelpfuliftheyalreadyunderstandwhatanIntegratoris,whataDriveris,andhowtheirpreferencesdiffer.

Third,peoplearelikelytohavealotmorepatiencewithteampracticesandwaysofworkingthatgoagainsttheirnaturalpreferenceswhentheyunderstandthatyou(andeveryoneelseontheteam)aretryingtoaccommodatediverseneedssothateveryonecansucceedtogether.KimmentionedinChapter13thatshefindsitchallengingtoorganizeherselfinadvanceofameetingsoherGuardiancolleaguescangetwhattheyneed,butshemakestheeffortbecausesheunderstandsthatitmatters.Withsuchasharedgoal,mostpeoplearemorewillingtogoalongwiththings,ifnotalwaysgood-naturedly,thenwithfewercomplaints.

Ultimately,aneffectiveteamleadercanlearnalotfromagreatchoirconductor.Givethegroupsharedsheetmusicwithmultipleparts.Celebratedifferentrangesandcontributionsofmembers.Andletthemdiscoverthepoweroftheresultingharmonyastheystartweavingtheirdiversevoicestogether.

References1.Duhigg,Charles.“GroupStudy.”TheNewYorkTimesMagazine,February28,2016.

2.Grant,AdamM.Originals:HowNon-ConformistsMovetheWorld.New

York:Viking,2016.

3.Hackman,J.Richard.“GroupInfluencesonIndividualsinOrganizations.”InHandbookofIndustrialandOrganizationalPsychologyeditedbyM.D.Dunnette&L.M.Hough.Vol.3(2nded.)PaloAlto:ConsultingPsychologistsPress,1992.

4.Hogg,MichaelA.“GroupCohesiveness:ACriticalReviewandSomeNewDirections.”EuropeanReviewofSocialPsychology4(1)(1993):85–111.doi:10.1080/14792779343000031.

5.Rock,David,HeidiGrant,andJacquiGrey.“DiverseTeamsFeelLessComfortable'andThat'sWhyTheyPerformBetter.”HarvardBusinessReview.September22,2016.

6.Sunstein,CassR.andReidHastie.“MakingDumbGroupsSmarter.”HarvardBusinessReview.December2014.

7.Ibid.

8.Page,ScottE.TheDifference:HowthePowerofDiversityCreatesBetterGroups,Firms,Schools,andSocieties.Princeton,NJ:PrincetonUniversityPress,2007.

9.Phillips,KatherineW.“HowDiversityMakesUsSmarter.”ScientificAmerican.October2014.

10.SeeNote5.

11.Chamorro-Premuzic,Tomas.“WhyGroupBrainstormingIsaWasteofTime.”HarvardBusinessReview.March2015.

12.SeeNote2.

13.Gilkey,RoderickandClintKilts.“CognitiveFitness.”HarvardBusinessReview.November2007.

14.Asch,Solomon.“StudiesofIndependenceandSubmissiontoGroupPressure:I.AMinorityofOneAgainstaUnanimousMajority.”PsychologicalMonograph70.9(1956):No.16.

GotChemistry?We'reprettysurethatatsomepointinyourlife,you'vebeenaskedaversionofthefollowingquestion:

Ifyouwerestrandedonadesertisland(withplentyoffoodandwater),whatorwhowouldyoumostwantwithyou?

AsBusinessChemistrypractitioners,wesuspectthatyouranswertowhatyouwouldliketohavesaysalotaboutyourindividualstyleandpreferences.Fornow,though,let'ssavethatparticularexplorationforafutureteam-buildingevent.Instead,let'sfocusonthequestionofwho.Andlet'sassumethatyou'relimitedtoahandfulofpeople.

Settingasidetheconsiderationofwhetherornotit'scrueltosubjectanyoneelsetoyourislandfate,mostpeoplewouldprobablyanswerwithsomecombinationoffamilyandfriends.Orperhapsyouwouldchooseacollectionofintriguing,famouspersonalities(afterall,thisISahypothetical,sowhynothangoutwithA-listmoviestarsandgurus?).Ormaybeyou'doptforpeoplewithrelevantskills,likeasurvivalist,anengineer,oradoctor,forinstance.Maybeifyou'relucky,yourindividualsocialspherecapturestheVennoverlapofeachofthesecategories.Mostofthetime,though,you'lllikelyhavetomaketrade-offsbetweencategoriesinselectingyourfellowcastaways.

Ofcoursethisisacontrivedscenario,butinaworkcontextwe'darguethisquestionisnotsohypothetical.Wedon'twanttobeoverdramaticandsuggestthatbusinesseffortsaretheequivalentofbeingstrandedonadesertedisland(atleastnottypically),howeverinmanyworkenvironmentstheexpectationisthatgroupsofpeoplewhodonotknowoneanotherwell,ifatall,willcometogethertousewhateverlimitedresourcesareavailabletoachievespecificgoals.Withplentyofsharksinthewateraroundthemiftheygoastray.

Sonowlet'srevisittheoriginalquestionagain,withtheislandsetupasametaphorforaworkeffort,andthewhopertainingtoyourpotentialteam.Whatdothetrade-offslooklikenow?Doyouchoosethepeopleyouknowreallywellandarecomfortablewith'thefriendsandfamilyequivalent?Doyouchoose

peoplewhohaveahistoryofsuccessintheirrespectivedomains'thebusiness-versionofmoviestarsandgurus?Doyouchoosepeoplewhohaveessentialskillsandexpertise'thesurvivalistsanddoctors?Howwillyoumakeyourdecision?Andhowwillyougetthemostoutofyourchoiceonceyoudo?

SincethisistheconcludingchapterofabookentitledBusinessChemistry,itshouldbeobviousthatatleastoneofthefactorswethinkyoushouldconsideristheindividuals'workingstyles.Whetheryou'relaunchingarafttoreachcivilizationorlaunchinganewproducttoincreasemarketpenetration,yoursuccesscanhingeonhavingdiverseperspectivesavailableandoncraftingthekindofpowerfulworkingrelationshipsthatmakethosedifferencesaboonratherthanabust.

Hopefully,bythispointinthebook,you'vealsogatheredthatthereisn'tasinglerightanswerforhowtouseBusinessChemistrytocomposeateamandfosterrelationshipsthatwork.There'sanelementofartaswellassciencetothis.Considerthat:

1)Everytypebringsuniquestrengths(anduniquelimitations).Whileitmightbeeasiertoworkwithsimilartypes,thereareclearadvantagestodiversityifyou'rewillingtomaketheefforttotapintoit.

2)WhereandhowyouuseBusinessChemistrydependsonyourobjectives.Youmighttakeaverydifferentapproach,andtapintoadifferentmixofBusinessChemistryperspectives,ifyourgoalweretoestablishasustainablesettlementonthatdesertedisland,forinstance,thanifyourgoalweretoescapeit.

3)People'stypesarerelativeandrepresentpreferencesingeneralinaworkenvironment,andmightvarydependingonthecontextorwiththepassageoftime.Typesarethelaunchpointforunderstandingothers,notthelastwordonwhotheyare,orwhattheycanorcannotdo.

Throughoutthisbookwe'veofferedanumberofwaysforyoutothinkabout,andaddress,theseconsiderations.AsyoustarttolookattheworldthroughaBusinessChemistrylens,wesuspectyou'llbegintoexpandthatlist.Wealsohopethatyou'llstarttoconsidertherelevanceofBusinessChemistry,notonlyfortheworkplaceoftoday,butfortheworkplaceofthefuture.

Soforinstance,whenyoureadanarticleaboutrapidinnovationsinbioengineering,youmightquicklythinkabouthowDriversmightadvancethetechnology,orhowPioneersmightembracesuchdynamicchange,butalsohowGuardianscouldcreateguidancearoundethicalconcerns,orhowIntegratorscouldhelppeopleunderstandthepotentialsocietalimpactandconsideroptions

couldhelppeopleunderstandthepotentialsocietalimpactandconsideroptionstomitigatenegativeoutcomes.

Orwhenyouthinkabouthowtobuildartificialintelligenceintoyouroperations,youmightthinkaboutwhatitwillbeliketohaverobotsinteractingwithpeople.Willtheybeprogrammedtobeperfectlyrational,Spock-likebeings(extremeDriver-Scientisttypes)?OrmorediplomaticandcautiousC3PO-likecreations(Integrator-Guardiantypes)?Orshouldtheirworkingstylesbedynamic,adjustingtoflextotheperson,andthesituation,they'reinterfacingwith?

Canyouguesswhichoptionwe'rerootingfor?

Thethingis,unlessrobotsdoonedaybecomeouroverlords,humanswillremainakeyfactorintheemergingbusinesslandscape.Indeed,wecould,anddo,arguethatthemoredigital,virtual,andtumultuoustheworldbecomes,themorehumansbecomethedifferentiatingfactor'inthebusinessworldandbeyond.Algorithmsanddataareincrediblerawingredients,buttheirbusinessvaluedependsinlargepartonpeople'sabilitytotransformthemintosomethingvaluable.Tocreatealignmentaroundwhereandhowtousethem.Toinspireadoptionandchange.Tobuildpowerfulrelationshipsthatcanunleashthepotentialofbothtechnologyandpeople.

Thisisthekindoftransformationwehopeyou'llseekafterreadingthisbook,whetheryou'relookingtochangetheworldorjustyournextmeeting.Whetheryourgoalistoturndifficultrelationshipsaround,tomanageyourbossoryourreportsmoreeffectively,toinfluenceandconnectwithclients,customers,andstakeholders,ortotapintotheuniquestrengthsofdifferentpeople,BusinessChemistrycangetyouthere.Thesuggestionswe'veprovidedthroughoutthisbookmaybenuanced,butthey'realsopractical,basedonyearsofresearchandreal-worldapplication.Thisissomethingyoucanstartdoingtoday,whetheryousimplystartusingBusinessChemistryasacommonlanguagetotalkaboutdifferentpreferences,orwhetheryoure-architectyourteamtoengageallthetypes.

RegardlessofhowyouadoptBusinessChemistry,webelievethatfromnowonyouwilllookattheworldaroundyoualittledifferently.Likeahiddenpatternrevealed,onceyou'vebecomeawareofBusinessChemistry,you'llseeiteverywhere.Andthereinliesthemagic.

AbouttheAuthors(orWhenaPioneerandaGuardianWorkTogether)Weconsideredwritingatypical“abouttheauthors”section,butthenwethoughtmaybeyou'veheardquiteenoughaboutusalready.Ontheotherhand,maybeyou'rewonderingwhatourqualificationsareforwritingthisbook.Soincaseyou'reasking,“Whotheheckarethesepeople?”we'llsharejustalittlemoreaboutourprofessionalandpersonalselveshere.Wealsothoughtitmightbefuntotellyouabitaboutourworkingrelationshipgenerallyandinwritingthisbooktogether.Afterall,we'reoppositeBusinessChemistrytypes,andasyou'veprobablylearnedthroughyourownexperiences,that'snotalwaysapicnic!Butitseemstouslikeworkingthroughafewdifferenceshaspaidoff.

WhoAreWe?Afteralmostpursuingacareerinmedicine,Kimshiftedgearstoexplorethebusinessworld,firstinaPR/marketingagencyandthenjoiningDeloitteasasystemsanalyst.AftergettingherMBAfromtheStanfordGraduateSchoolofBusiness,KimreturnedtoDeloitte.Shespentthenext18+yearsinavarietyofroles,fromdeliveringstrategyprojectstoleadingmergerandacquisitionengagementstodefiningnewcustomer-engagementmodels.ShenowheadstheDeloitteGreenhouseteamintheUnitedStates,agroupthatdeliversinteractiveexperiencesexpresslydesignedtoshiftthinking,activateteams,andacceleratebreakthroughs.

SuzannestartedouthercareerfocusedonhealthpsychologyresearchandprogramevaluationinvariousorganizationsincludingSloan-KetteringCancerCenter,MountSinaiSchoolofMedicine,andPlannedParenthoodFederationofAmerica.Shethenshiftedherfocustoorganizationalcultureandemployeeengagement,movingontotheGreatPlacetoWorkInstituteandfinallyDeloitte.AlongthewayshehasearnedaPhDinsocial-personalitypsychologyfromtheGraduateSchoolandUniversityCenteratCUNY(soshe'sapsychologist,butmoreofaresearcherthanaclinician),andthenanMBAfromtheSternSchoolofBusinessatNYU.Nowshequitehappilylives,eats,andbreathesBusinessChemistry.

Justincaseyouthoughtit'sallworkallthetimeforus,we'vegotlivesoutsideofworktoo!KimlivesinCaliforniaandSuzanneinNewJersey(butwithstrongMinnesotaroots).We'veeachgotacoupleofkidsandsomehobbiesas

Minnesotaroots).We'veeachgotacoupleofkidsandsomehobbiesaswell'painting,architecture,andhikingforKim,andreading,gardening,andwalkingforSuzanne.

IntheBeginningNowontoourworktogether.Asareminder,whenitcomestoBusinessChemistry,KimisnotonlyaPioneer,butshe'salsoasecondaryDriver,andspecificallyaScientist.SuzanneisaGuardianandanIntegrator,specificallyaDreamer.WhenKimoriginallybeganarchitectingBusinessChemistry,herteamwascomposedmostlyofPioneerslikeher.Theyhadallsortsofideasaboutwhattheycoulddowiththeemergingsystem,buttheydidn'tnecessarilywakeupinthemorningeagerlyanticipatingcross-referencingthevariouspiecesofresearchorsiftingthroughthedatasets.Theyknewsomeoneneededtobedoingthosethings,sotheythoughtitcouldbeagoodmovetobringinaresearcher.AlongcameSuzanne,asocial-personalitypsychologistwithaloveforresearchanddata-sifting.Andfromthewordgo,shewasdefinitelyabirdofadifferentfeather,especiallywhencomparedtoKim.

SincethereweremanyareasoftheDeloitteGreenhousewhereSuzanne'sbackgroundandskillswererelevant,Kimandteamgotherinvolvedinlotsofprojectsrightaway.Itshouldhavebeengoodforthemandgoodforher,right?Butitwasn'tgoodforher,sointheenditwasn'tgoodforanyone.Beingdeployedagainstmultipleworkstreamsnecessitatedconstanttopic-andtask-switching,whichmadeithardforhertogettractiononanyonething.Asaresult,Suzanne'sfrustrationlevelswererising,aswereKim's.

Thenwehadoureurekamoment.IntheoryweweretryingtotakeadvantageofSuzanne'sstrengthsbyputtingheronmultipleprojectsthatneededherexpertise.Butbyspreadingheracrosssomanyactivitiesandnotprovidingheropportunitiestoreallydigin,shewasn'tsetupforsuccess,becausethat'snothowsheperformsatherbest.SowedecidedtotakeourownadviceandchangethemodelinawaythatwouldbettersuitherBusinessChemistry.SuzannewouldstopbeingaJill-of-all-tradesandwouldbecomeamasterofone.ShewouldworkonlyonBusinessChemistry,balancingouttheoriginalPioneer-heavyteamwithatotallydifferentskillset.Theresult?Suzannewashappierandmoreproductive,andsowaseveryoneelse.Leaningintocomplementaryworkstylesmeanteveryonecouldcontributetothebestoftheirabilities.Suzannestillwon'tjoinKiminkaraokeandsometimesshesequestersherselfinacornerduringloudsocialevents(whereKimcanoftenbeclearlyheard,even

overmanyothervoices),butthere'salotmoregreatworkgettingdone,aswehopethisbookwillattest.

WeShouldWriteaBookTogether.Wouldn'tThatBeFun?Perhapsthefirstcluetowhatit'slikeworkingonagiantprojectacrossthisparticularopposite-typepartnershipisthatSuzannehaskeptanongoingfileofconversationsandtellingmomentsthathaveoccurredalongtheway,inpreparationforwritingthissectionattheend.Meanwhile,Kimhasnosuchfile.PerhapsbecausesheknewSuzannehadone?

Suzanne'sfiletellsusthatonekeypointofdivergencehappenedearlyon,whenwewerethinkingaboutthetimelineforthebook.Neitherofushadwrittenabookbefore,sointhebeginningwewerefeelingaroundinthedarkabit.Suzannebuiltatimelinebyimaginingeverypossiblestepshethoughtmightberequired,outliningtheminasequencethatseemedtomakesense,andincludingacomplicatedbackandforthprocessofdrafting,reviewing,andrevisingmultiplechapters,indifferentstages,allatonce.Asshefiguredit,thebookwouldtakeayearandahalftowrite.

KimtookaquicklookatSuzanne'stimelineandsaid“Thatseemsoverlycomplicated.Whydon'tyoudrafthalfthechaptersandI'lldrafthalf,andthenwe'llswitch.”Shethensuggestedwecouldwritethebookin,oh…let'ssay…sixmonths.“Afterall,”shesaid,“weknowwhatwewanttosay!”

Suzanneisabigenoughpersontoadmitthat,OKtheoriginaltimelinewasoverlycomplicatedandwedidwritethebookinsixmonthsorso,butshespenttheentiretimejustbarelycontainingheranxietyaboutgettingitdone.

Here'satypical,illustrativeemailexchangeaboutourtimeline:

Suzanne:“Iknowit'salot(I'mtryingtokeepmyownpanicatbay)butifwecandiginnowtostayontrackwecankeepthingsfromspiralingoutofcontrol.I'veattachedthemostcurrentversionofthebookplan/timeline.”

Kim:“ThanksforkeepingusorganizedbutIthinkwe'remakinggreatprogressandamnotconcerned.”

Andthat'sprettymuchhowitwentthroughoutthewritingprocess.Suzannewasthetaskmasterandqueenofdetails.ShesentKimhundredsofverylong,elaborateemailsabouttimelinesanddeadlines,researchfindingsandanalyses,permissionsandcitations,draftsandedits.(SorryKim!)Suzannesharedlotsoffeedbackandusuallythoughtachaptercouldbenefitfromjustonemorerevision

.

Kim'sdeepandvariedexperienceswithexecutivesonthegroundbalancedSuzanne'smoreresearch-focusedperspective.Andshewastheenthusiasticnavigatorwithhereyealwaysonthehorizon:Wherearewetryingtogo,andisthiswindingpathreallythebestwaytogetthere?Whatarewetryingtosay,andisitreallynecessarytousequitesomanywordstosayit?Shealsosentanumberof“sorrythisislatebutsomethingcameup!”emails.(SorrySuzanne!)

You'llgetthepictureprettyquicklythroughthefollowingquotesfromemailsweexchangedwhiledraftingchaptersandreviewingeachother'swork:

Suzanne:“We'vegottwoweeksuntilriskreview.Weneedtocompletethefollowing,listedhereinorderofpriority.I'msendingthisnowincaseyoucancompleteanyofthembeforetomorrow,andalsomakingsureyouhavemostupdatedversionsallinoneplaceincaseyouwanttoprintanythingforourmeeting…”

“Weneedtothinkaboutafew(more)thingsrelatedtothebook.Keyquestionsfollow.Wecandiscussonacall,butinitialanswersnowwouldhelpwithplanning.I'veattachedthemostrecentbookplanandtimeline(Graytextmeansthesethingshavebeenaccomplished.Brightyellowhighlightingmeanscurrentlyinprocess.Lightyellowhighlightingmeanswe'rerevising)…”

“Ithinkwewillwanttoworkonthischapterabitmoretoperfectit.It'sthekeytoeverythingandI'mnotquitesatisfiedyet.”

Kim:“Ok,IthinkImayhavecompletedeverythingonthislistapartfromwhatthevisualTOCmightlooklike'isthattrue??SOEXCITING!”

“Phew.ThatwasthemostworkI'veeverdonefor6pagesofoutput.Iexploredanumberofdifferentdirectionsforthisbutfeltthatthiswasthemostnon-typicalbusinessbookdirectionwhilestillhopefullybeingcompellingforabusinesspersontoread.”

“Eureka!Well,maybenotQUITEthatexciting,butIdidstartexploringadifferentapproachfortheintro…”

“Justanupdatesoyoudon'tworry'Iamworkingonthis!!”

Aswewentalongandproducedsomesoliddraftsofthechapters,weaskedforfeedbackfromcolleaguesofallBusinessChemistrytypes.Thatwastellingaswell.Weheardthatourwritingstylesarequitedifferent.Inanutshell,weweretoldthatKim'swritingismoredirectanddeclarative,whileSuzanne'sisabit

toldthatKim'swritingismoredirectanddeclarative,whileSuzanne'sisabitsofter,withmorequalifications,questions,andcitations.Occasionallyweheardthatasectionwastooheavyortoolong.Someofthemmaybestillare,butSuzannedraftedthoseandshesimplycouldn'timaginerobbingyou,ourreaders,ofallthatimportantandinterestinginformation!Andit'snotjustSuzanne;someofourreviewers,dependingontheirowntype,indicatedthatthelevelofdetailorthepresenceofsupportingresearchwasappropriateandhelpful,andlentcredibilitytoourwork.Otherssuggestedshorteningthetext.(Kimpromisesshedidnotputthemuptoit.)Stillothers,wesuspect,politelyskimmedoverthedenserparts.Andourgoal,ofcourse,wastomeettheneedsofthosewholikethedetailswithoutlosingtheattentionofthosewhopreferthingsshortandsweet.

Anddidyouknow,readers,thatwhenyouwriteabook,youneedtomarketit?Youprobablydidknowthat,andweknewittooonsomelevel,butonceitstartedrampingupwehadverydifferentresponsestosomeoftheeventsthatputusoutthereindifferentways(webcasts,podcasts,speakingengagements,etc.).Hereareourrespectiveresponsestoasuggestionfromourmarketingleadthatwedoalive-feedevent:

Suzanne:“I'llponderiteventhoughitmakesmybloodpressurerise.I'lllookattheoneyousharedasanexamplesoIcanseewhatit'slike…”

Kim:“I'dlovetodothis.”

Wehopeourexamplehasdemonstratedthatmakingtheefforttoworkwithyouroppositetypecanbeeffective,butcanalsobefun,ifyoukeepasenseofhumoraboutit.Perhapsonefinalquotefromeachofus,recordedalongtheway,willgiveyoujustalittlemoreinsightintoourpartnership.

Suzanne:“I'malreadyupsetabouttheimperfectionsofthebookwehaven'twrittenyet.”

Kim:“Suzanne,youneedtowritedownsomeofyourownquotes.”

AppendixDetailsoftheBusinessChemistrySystemHellotoourdetail-orientedandtechnicalfriends!Toeveryoneelse,we'realittlesurprisedtoseeyouhere,andfranklyquiteflatteredthatyoumadeittothispage,sowelcome!Here'swhereweputinformationaboutthedevelopmentoftheBusinessChemistryassessmentandsystem,thespecificsaboutourresearchsamplesandmethodologies,andthepropertiesofBusinessChemistry.AllofthatisimportanttodocumentandconsiderwheninterpretingourfindingsandusingBusinessChemistry,butit'smaybelessthanfascinatingtoreadabout(dependingonyourtype).Still,we'lldoourbesttokeepyouawakeandifwecan'tendwithabang,hopefullyatleastit'snotawhimper.

AbouttheAssessmentWhenwefirstdecidedthataworkingstyleassessmentmighthelpourpeoplestrengthentheirworkingrelationships,westartedbyreviewingtheexistingfieldsofrelatedresearchandthecurrentlyavailableassessmenttools.Andletustellyou,thereistonsofresearchandthereareplentyoftools,sothattookquiteawhile.

WealsoconsultedwithbiologicalanthropologistHelenFisher,ofRutgersUniversity.Herresearchonbrainchemistryinromanticrelationshipsshedslightonhowpeople'stemperamentscanimpacttheirinteractions.WeeventriedoutaversionofDr.Fisher'sassessmentwithalargegroupofDeloitteleaderstoseehowtheideaofunderstandingdifferentstylesinordertostrengthenrelationshipswouldresonatewiththem.Itdefinitelydid.

Wedidn'tfindatoolthatquitemetallourneedsthroughthisprocessofreview,consultation,andpiloting,butfromitwewereabletoidentifyasetofbehaviors,preferences,andtraitsthatseemedtohavethemostpotentialtoaffectworkingrelationships.Sowedecidedtocreateourowntool,workingwithasurveydevelopmentcompanytocraftoriginalassessmentitemsdesignedtomeasurethesekeybehaviors,preferences,andtraits,andhominginonthosethatcouldeitherbeobserveddirectly,orinferredfrompeople'sbehavioratwork.Remember,ourgoalwastodevelopatoolthatpeoplecouldusetounderstandtheirownworkingstyleand,butevenmoreimportantly,thestylesofothers.

Asanexample,theitem“Ifocusonthebigpictureandleavethedetailsto

Asanexample,theitem“Ifocusonthebigpictureandleavethedetailstoothers”issomethingthatcanbeobserveddirectly.Doyoudothis?Doesyourclientorcolleaguedothis?Whereastheitem“It'simportanttotaketimetohelpothers”isabeliefthatyoucanreasonablyinferfromsomeone'sbehavior.Doyouactuallytaketimetohelpothersonaregularbasis?Doesyourclientorcolleaguedoso?Ifso,it'slikelythatyoudo(oryourclientorcolleaguedoes)seeitasimportant.

Wetestedtheseinitialitemswithasampleof1,000individualsandthenrefinedthembeforeretestingthemwithasecondsampleof1,000individuals.Oncewewereconfidentwehadasolidsetofassessmentitems,68inall,weusedthedatafromthissecondsampletoconductanEigenanalysis.Ifyoudon'tknowwhatEigenanalysisis,noneedtoworry,weneededalittlehelpwithittoosowecollaboratedwithmolecularbiologistLeeSilver,ofPrincetonUniversity,onthisstep.Dr.Silveradaptedthestatisticalmodelsheusesforgeneticpopulationanalysistolookforpatternsinourdataaboutpeople'sworkingstyles.Specifically,theanalysisDr.SilverconductedallowedustomathematicallyderivetheBusinessChemistrytypesbydeterminingtheassociationsamongallofouritems,andidentifyinghowtheitemsclustertogetherinmultidimensionalspace.Ifyou'renotsurewhatthatmeansdon'tpanic,there'sanexamplecoming.

Forexample(toldyou),theanalysisindicatedthatouritemsmeasuringempathy,relationshiporientation,andrespectfortraditionsclusteredtogetherononedimension.Thismeansifyou'reempathic,you'realsolikelytoplaceahighvalueoncloserelationshipsandtothinkit'simportanttorespecttraditions(asyou'vealreadylearned,thesetraitsarerepresentativeoftheIntegratortype).Theanalysisalsotoldusthatouritemsmeasuringdirectness,competitiveness,andlogicalthinkingclusteredtogetherattheotherendofthesamedimension(thesetraitsarerepresentativeoftheDrivertype,theIntegrator'sopposite).Thismeansifyou'reverydirectyou'realsolikelytobecompetitiveandtoapproachthingsinalogicalmanner,butalsothatyou'renotlikelytobeparticularlyempathic,relationshiporiented,ortraditional.

AndthisisoneofthekeypropertiesofBusinessChemistry.Ittakesintoaccountbothwhatyou'reattractedto(whichitemsyouthinkdescribeyouandyourpreferences),aswellaswhatyou'rerepelledby(whichitemsyouthinkreallydon'tdescribeyouandyourpreferences).Becausethethingis,we'redefinedbothbywhatweareandwhatwe'renot.

SothroughouranalysiswewereabletoidentifytheseclustersofitemsthatformedthebasisoftheBusinessChemistrytypes,butrememberwhenwementionedmultidimensionalspace?Wereallymeantit.Eigenanalysisidentifiesclustersinasmanydifferentdimensionsasthereareitems,whichinourcaseis

clustersinasmanydifferentdimensionsasthereareitems,whichinourcaseis68.Sincethatisfar,fartoomanydimensionsforourhumanmindstocomprehend,wefocusedinonjustafewdimensionsthatshowedthemostrobustclusters(andexplainedthemostvariance,foryoumorequantitativelyorientedtypes).IndoingsoweidentifiedonedimensionwithtraitsclusteringatoppositeendscharacterizingthePioneerandGuardiantypes,andanotherdimensionwithtraitsclusteringatoppositeendscharacterizingtheDriverandIntegratortypes.ButwealsoidentifiedtwootherdimensionswithidentifiableclustersthataddedsomeimportantnuancetotheDriverandIntegratortypes'thoseultimatelybecometheCommanderandScientistsubtypesofDriverandtheTeamerandDreamersubtypesofIntegrator.

We'vefoundthatthemainfourtypesworkgreatforday-to-daybusinessuses'fourtypesareeasyforpeopletolearn,remember,anduse,andourgoalindevelopingBusinessChemistrywastocreatesomethingbothmemorableandactionable.Butwe'vediscoveredthatforourresearchonspecifictopicslikestressorleadership,wegainadditionalinsightbybreakingthetypesdownfurthertoincludethatadditionallayerofsubtypes.

Ournextstepwastoconfirmthatthetypeswerereliable'thattheyweren'tsomeflukeortrickofthedata.SoweverifiedthestructureofthesystembyrepeatingtheEigenanalysiswithathirdsampleof1,000individuals.Wefoundthatthesameitemsclusteredtogetheralongthesamedimensions,replicating96%oftheEigenvalues.

Heremightbeagoodplacetopauseandaddresstheissueofhowourtypescomparetothetypesidentifiedbytheotherpersonalityandworkingstylesystemsoutthere.Theshortstoryisthey'resometimesquitesimilar!Wethinkthisisprettyinteresting,giventhatvarioussystemshaveuseddifferentmethodsforarrivingattheirtypes.InthecaseofBusinessChemistrythetypesaremathematicallyderivedthroughtheanalysiswejusttoldyouabout;wedevelopeditemsmeasuringthingswethoughtwereimportantandthenusedEigenanalysistodeterminehowtheyclusteredtogether.Thenwelookedattheclustersandnamedthetypesappropriately.Someothersystemsaretheoreticallyderived;theystartedoutwithcertaincategoriesortypestheywantedtoidentifyandthencreateditemsdesignedtocharacterizethem.Whileatfirstitseemsabitunexpectedthatthesedifferentmethodswouldproducesimilartypes,inawayit'snotsosurprisingbecausethesystemsaretryingtogetatthesameunderlyingthing'humanbehavior.

Inbrief,farfromseeingitasashortcoming,weseetheoverlapwithothersystemsasagoodsignbecauseitsuggeststhatwe'regettingtosomethingthat's

systemsasagoodsignbecauseitsuggeststhatwe'regettingtosomethingthat'sreal.Remember,weweren'tseekingpointsfororiginalityforBusinessChemistry,butratherforutility.

We'llnowgetonwithsharingmoredetailsabouthowwecomputeBusinessChemistryscores,butthere'sonemorethingwewanttosharefirst.WhilewethinkBusinessChemistryisprettyawesome,aspractitionersofitwe'remorethanawarethatpeoplehavedifferentpreferences.Ifyouhaveadifferentassessmentorsystemthatyouliketouse,that'sfine'whateverfloatsyourboat!Regardlessofwhatspecifictoolyouprefer,ifyourgoalistoworkbetterwithothers,there'splentyinthisbookthatcouldbeofusetoyou.Withafewtweaks,muchofwhatwe'llsaycouldfitwithyourfavoritesystem.BusinessChemistryisaboutinclusivityafterall,andallarewelcomehere.

IdentifyingBusinessChemistryTypesTherearetwomainwaystoidentifyaperson'sBusinessChemistrytype'thelow-techway,whichyoucanapplyrightnowafterreadingthisbook,(orevenglancingthroughit),andthehigh-techway,whichweuseinourresearchstudiesandclientengagements.We'llexplainbothhere,startingwiththelowtech.

Ifyou'vereadallthechaptersofthisbook,you'velearnedeverythingyouneedtoknowabouttheBusinessChemistrytypesandhowtorecognizethem.Atthispointwebetyouhaveyourowntypeidentifiedandthoseofthepeoplearoundyou.Ifforsomereasonyou'rereadingthisappendixfirst,justtakeacloselookatthesummarydescriptionsofthetypesinChapter1,oratthefigurelocateddirectlyafterChapter6,andprettyquicklyyou'lllikelyknowyourowntypeandthatofothers.Ifyouhaven'talready,youcouldalsoreadChapter7,wherewedescribetheprocessfordevelopingahunch,whichcanbeappliedtoidentifyingyourowntypeorsomeoneelse's.Speakingofdevelopingahunchaboutsomeoneelse'stype,we'vealsocreatedanonlinetooldesignedtohelpyoudothat.Thetoolguidesyouthrough20questionsthatnarrowdownsomeone'slikelytype.

Whilemostofyouwillidentifyyourtypethroughthelow-techmethod,sinceourresearchisbasedondatacollectedwiththehigh-techmethodwewanttoprovideyouwithsomeofthedetailsaboutthathere.Essentially,peopleuseouronlineBusinessChemistrytooltorespondtoeachofthe68assessmentitemsbyusingaslidertoindicatehowaccuratelytheitemdoesordoesnotdescribethem.Andthenabunchofmathhappensandtheygetareporttellingthemtheirtype.

Whatkindofmathyouask?(Ifyou'rereadingthisappendixyou'relikelyoneofthetypesthatwouldaskthatquestion.)We'rehappytooblige;twomaincalculationshappen.

Firstwenormalizeaperson'sratingsofeachitemtoaccountforindividualresponsebiases.Wedothisbecausewhentakingasurveysomepeopletendtorespondtoeverythinginaveryextremewaywhileotherstendtobeabitmoremoderateacrosstheboard.There'snothingwrongwiththat,butwhatwe'retryingtogetatishowapersonrespondsdifferentlytooneitemversusanother(notwhetherornottheyrespondinanextremewaytoeverything).Basically,weadjustaperson'sscoresinawaythataccountsforthis(weusetheiraverageandstandarddeviationacrossalltheitemstodoso,ifyoureallymustknow).

Oncethat'sdonewegobacktothoseEigenvalueswetoldyouaboutafewpagesagoandusethemtotransformaperson'snormalizedscoresforeachitemintorawscoresforeachdimension.ThoserawscorestelluswhetherapersonisclosertothePioneerorGuardianendofonedimensionandwhetherthey'reclosertotheDriverorIntegratorendoftheother.Nowwe'regettingsomewhere.

Finallywecompareaperson'srawdimensionscorestoourbaselinesampletodetermineinwhichpercentiletheyfallforeachofthetypes.Youcanreadmoreaboutthecompositionofourbaselinesamplebelow,butbasicallyit'sasampleofabout1,500menand1,500womenofvaryingorganizationallevelswhoworkintheUnitedStatesinoneofmorethan700differentcompaniesrepresentingavarietyofindustries.

varietyofindustries.

Whydowedothis?AswediscussedinChapter7,BusinessChemistryisrelative.Thatis,there'snosuchthingasaPioneer(oranyoftheothertypes)inavacuum.ApersonisaPioneerinrelationtohowPioneer-likethosearoundthemare.Thesamegoesfortheothertypes.ThatmeanssomeonemaybeaPioneerincomparisontothetypicalprofessional,butanIntegratorcomparedtothetypicalleader.Inasimilarway,theymaybeconsideredtallinaroomfullofkindergartenersbutshortinaroomfullofbasketballplayers,eventhoughtheirheighthasn'tchanged.

ApersonwhocompletestheBusinessChemistryassessmentreceivesapercentilescoreforeachofthefourtypesinrelationtothisbaseline,withthehighestpercentilerepresentingtheirprimarytype,andthesecondhighesttheirsecondarytype.TheyalsoreceivepercentilescoresinrelationtotheDreamer,Teamer,Commander,andScientistsubtypes.

SamplesandMethodologiesMostofthesamplesforourresearchstudiescometousinsimilarways'they'remadeupofprofessionalswhoworkfororganizationsthatareclientsofDeloitteorthathaveothertypesofrelationshipswithus.TheytypicallycompleteouronlineassessmentinpreparationforparticipatinginaninteractiveBusinessChemistrysession.Therearejusttwoexceptionshere:1)Ourstressstudy,highlightedinChapter10,includesDeloitteprofessionalsaswellasthosefromoutsideorganizations;and2)manyofthequotesandtheperspectivesabouthowpeopleviewthevarioustypescomefromourlargegroupofcertifiedBusinessChemistryfacilitatorswithinDeloitte.

OncesomeonelogsontotaketheBusinessChemistryassessment,weofferthemtheopportunitytoparticipateinourresearchbyansweringafewadditionalquestionsabouttopicslikepsychologicalsafetyorcareeraspirations.Soifyou'reoneofthosepeople'thankyouforyourhelp!

Wealsogivepeopletheoptionofansweringafewquestionsaboutdemographicsliketheirgenderorgeneration.Manypeopleanswertheseandsomedon't,soforouranalysesthatconsiderthesevariables,samplesaresometimesabitsmaller.Asyou'reabouttosee,we'regenerallyworkingwithquitesizeablesamples.Justknowthatwhenwereportrepresentationofdemographicsamongoursampleswe'recalculatingpercentagesconsideringonlythoseforwhichwehavetheinformation.

Inadditiontobasicinformationabouthowmanyrespondentsmakeupeach

Inadditiontobasicinformationabouthowmanyrespondentsmakeupeachsampleandwhatweknowaboutthem,we'llprovideyouwithdetailsaboutmarginsoferrorsoyoucangetasenseofthestatisticalsignificanceofanydifferences.Butgenerallyspeakingweonlyhighlightinthechaptersdifferencesthataresignificant.Nowontothedetails.

BaselineSamples(FeaturedinChapters9&11)OurBusiness(U.S.)Baselinesampleisusedintwoprimaryways.First,weuseitasthecomparisonsamplerepresentingthetypicalprofessionalwhenwecalculaterespondents'BusinessChemistryscoresandidentifytheirtypes'theprocesswejustdescribedintheprevioussection.Second,weusethissampletoexploreintroversion/extroversion(describedinChapter9)andBusinessChemistrydifferencesbygender,generation,andorganizationallevel(alldescribedinChapter11).

Thereasonforusingthissamplefortheseanalysesratherthansomeofourlargersamplesisthatthisonewasspecificallyselectedandstratifiedwithparticularattentionpaidtohowvariablesmayoverlap.Forexample,wemadesurethattherewereroughlyequalnumbersofmenandwomenatallorganizationallevelssowedidn'tendupwithaconfoundingeffectofhigherlevelsbeingmaledominated.Ourothersamplesaren'tselected,ratherweincludeeveryonewhorespondedtoourquestions.Weoftenrepeatdemographicanalyseswithourlargersamplestoconfirmthepatternsweidentifywiththisbaselinesample,butwereportresultsfromthissamplebecauseit'scleaner.

OurBusiness(U.S.)Baselineiscomprisedof2,958U.S.-basedprofessionals,50%maleand50%female.Weincludedprofessionalsfromarepresentativemixof714companiesacrossindustries,ensuringthatnoparticularcompanymadeupmorethan5%ofthesample.

Themarginoferrorforthissampleislessthan+/−2percentagepointsata95%confidencelevel.Inotherwords,wecanbeveryconfident(95%confident!)thatwerewetoassessBusinessChemistryacrossalargeswathoftheU.S.professionalpopulation,theproportionsoftheBusinessChemistrytypeswouldbewithinacoupleofpercentagepointsofwhatwe'reseeinginthissample(whichisarelativelyevendistributionacrosstypes).

Onecaveathereissinceoursamplewasdeliberatelyselectedratherthanchosenrandomly,wemightexpectpatternstodifferabitmoredependingontheoveralldemographicmake-upofthelargeswathweassessed.Forexample,whileMillennialsarenowthelargestgenerationintheU.S.workforce,1ourBusiness

(U.S.)Baselinesampleincludesfewermillennialsbecauseweintentionallyselectedformoreprofessionalsatthemanagerandleaderlevels.OurothersamplesallincludehigherproportionsofMillennials.

Marginsoferrorformenandwomeninthissampleare+/−3,andfororganizationallevelandgenerationasfollows:

Business(U.S.)BaselineSampleDemographics

Category %ofSample MOE(+/−)Staff 11% 5Manager 45% 3Leader 34% 3Academic,legal,medical,entrepreneur

10% 6

Category %ofSample MOE(+/−)Millennial(born1981-1997) 18% 4GenX(born1965-1980) 54% 2BabyBoomer(born1946-1964) 28% 3

InadditiontotheBusiness(U.S.)Baseline,whichisourdefaultbaselineandoffersrespondentsthechancetounderstandtheirBusinessChemistrytyperelativetothetypicalprofessional,wehaveasecond,optionalbaseline.OurLeadership(U.S.)Baselineallowsrespondentstocomparethemselvestothetypicalleader.Becauseremember,aswediscussedinChapter7,BusinessChemistryisrelative.

OurLeadership(U.S.)Baselineiscomprisedof1,000U.S.-basedleaders,52%maleand48%female,servingatthedirectorlevelandabove.Weselectedleadersfromarepresentativemixof453companiesacrossindustries,ensuringthatnoparticularcompanymadeupmorethan5%ofthesample.

Leadership(U.S.)SampleDemographics

Category %ofSample Category %ofSampleSVP/EVP 12% Millennial 6%Director 50% GenX 55%C-suiterole 28% BabyBoomer 39%

Themarginoferrorforthissampleislessthan+/−4percentagepointsata95%confidencelevel.Wehavenotreportedmarginsoferrorforthedemographiccategoriesbecausewedonotusethissamplefordemographiccomparisons,butonlyforcalculatingBusinessChemistryscoresinrelationtothetypicalleader.

StressStudySamples(FeaturedinChapter10)OurstressstudyincludestwosamplesofprofessionalsworkingatvaryingorganizationallevelsintheUnitedStatesandelsewhere.Participantsrepresentmorethan1,300organizationsacrossvariousindustries,includingDeloitte,and120countriesoverall.

StressSample1iscomprisedof23,597professionalswho,duringtheperiodofNovember2014toJune2015,completedtheBusinessChemistryassessmentonlineandalsoansweredquestionsabouttheircurrentandgeneralstresslevels,andabouthowstressfultheyfind15workplaceeventsandsituationstobe.

StressStudySample1Demographics

Category %ofSample Category %ofSampleU.S. 46% Student/Intern 3%OutsideU.S. 54% Staff 51%

Manager 34%Leader 12%

StressSample2iscomprisedof17,008professionalswho,duringtheperiodofJune2015toOctober2015,completedtheBusinessChemistryassessmentonlineandalsoansweredquestionsabouthoweffectivetheyareunderstressandhowoftentheyuse12differentcopingstrategies.

StressStudySample2Demographics

Category %ofSample Category %ofSampleU.S. 50% Student/Intern 13%OutsideU.S. 50% Staff 57%

Manager 22%Leader 9%

Themarginoferrorforbothsamplesislessthan+/−2percentagepointsata95%confidencelevel,forallBusinessChemistrytypes,includingsubtypes.

Wedonothavesufficientinformationtoreportgender,generation,ororganizationallevelinthesesamplesbecausewedidnotgatherthisdataatthetimethesestudieswereconducted.

PsychologicalSafetyandLocusofControlStudySample(FeaturedinChapter10)Thisstudyincludes11,294professionalsworkingatvaryingorganizationallevels,intheUnitedStatesandelsewhere.Participantsrepresentmorethan2,000organizationsacrossvariousindustries,and88countriesoverall.Nooneorganizationrepresentsmorethan5%ofthesample.

PsychologicalSafetyandLocusofControlSampleDemographics

Category %ofSample Category %ofSampleU.S. 64% Female 53%OutsideU.S. 36% Male 47%

Student/Intern 13% Millennial 40%Staff 16% GenX 44%Manager 41% BabyBoomer 16%Leader 30%

DuringtheperiodofNovember2016toJuly2017,participantscompletedtheBusinessChemistryassessmentonlineandalsoansweredquestionsabouthowoftenvariousstatementsaboutpsychologicalsafetyweretrueforthem.

Themarginerrorforthissampleislessthan+/−3percentagepointsata95%confidencelevel,forallBusinessChemistrytypes,includingsubtypes.

Thesampleforthelocusofcontrolanalysiswasasubsetof9,336oftheserespondents.

CareerAspirations,CareerPriorities,andThrivingConditionsStudySample(FeaturedinChapter10)Thisstudyincludes13,885professionalsworkingatvaryingorganizationallevels,intheUnitedStatesandelsewhere.Participantsrepresentmorethan1,200organizationsacrossvariousindustries,and115countriesoverall.Nooneorganizationrepresentsmorethan5%ofthesample.

SampleDemographics

Category %ofSample Category %ofSampleU.S. 66% Female 51%OutsideU.S. 34% Male 49%

Student/Intern 19% Millennial 43%Staff 19% GenX 39%Manager 34% BabyBoomer 18%Leader 27%

DuringtheperiodofFebruary2016toNovember2016,participantscompletedtheBusinessChemistryassessmentonlineandalsoansweredquestionsabouttheircareeraspirations,careerpriorities,andtheworkingconditionsunderwhichtheythrive.Foreachtopic,respondentswereaskedtoselecttheirtop3optionsoutofalistof10.

Themarginerrorforthissampleislessthan+/−2percentagepointsata95%confidencelevel,forallBusinessChemistrytypes,includingsubtypes.

C-SuiteStudySample(FeaturedinChapter11)OursampleofCxOsismadeupof853U.S.-basedexecutiveswhohaveself-identifiedasholdingaC-suiteroleinanorganizationofmorethan100employees.Mostofthemservemoderatetolargeorganizations.Morethan500organizationsarerepresentedoverall,witharelativelyevendistributionacrossindustries.

EachparticipanttooktheBusinessChemistryassessmentonlinebetweentheperiodsofOctober2012,andJuly2017.ParticipantsandtheirroleswerevalidatedusingexternalinformationsourcessuchasLinkedInandorganizationwebsites.

Themarginoferrorforthefullsampleof853CxOsis+/−4percentagepointsata95%confidencelevel.Inotherwords,while36%oftheCxOsinoursamplewereidentifiedasPioneers,afour-pointmarginoferrormeanswecanbereasonablyconfidentthat,wereweabletoassessalargeswathofC-suiteleadersintheUnitedStates,thepercentageofPioneerswouldbesomewherebetween32%and40%.Likewise,therangeforthepercentageofDriverswouldbe25%to33%,forGuardianswouldbe14%to22%,andforIntegratorswouldbe13%to21%.

to21%.

Marginsoferrorarehigherforthevarioussub-samplesofCxOscategorizedbyfunction,organizationsize,andgender.

C-suiteStudySampleDemographics

Category %ofSample MOE(+/−)FunctionCIO 33% 6CFO 18% 8CEO 14% 9CHRO 8% 12CMO 5% 16OtherC-suiterole 22% 7

GenderMale 69% 4Female 31% 6

OrganizationSize(Employees)<3,000 29% 63,001–10,000 18% 810,001–100,000 34% 6>100,000 19% 8

OrganizationSize(Revenue)<$1B 30% 6$1B-$5B 16% 8$5.1B-$10B 7% 12>$10B 28% 6N.A.(Govt.) 19% 8

Becausethesampleincludedadisproportionatenumberofmencomparedtowomen,andofCIOscomparedtootherC-suiteroles,weexploredhowtherepresentationoftheBusinessChemistrytypesintheC-suitemightbeimpactedbyamoreequaldistributionbetweenwomenandmenandacrossCxOroles.Weightingscorestoreflectsuchdistributionsresultedinslightchangesinthe

WeightingscorestoreflectsuchdistributionsresultedinslightchangesintheproportionsofBusinessChemistrytypes,buttheoverallrepresentationwassimilar,withPioneersbeingmostcommon,followedbyDrivers.

AdjustedforOverrepresentationofPositionand/orGender

PercentofGroupRepresentedbyEachBusinessChemistryType

QuotesMorethan900DeloitteprofessionalsaretrainedandcertifiedtodeliverBusinessChemistrysessionswithinDeloitteorwithourclients.Officiallyknownasourcertifiednetwork,theyaremorelikeBusinessChemistryblackbelts,havingearnedtheirstripeswithplentyofrealsessionfacilitation.Manyofthequotesweofferinthisbookaredrawnfromastudyweconductedwith140certifiedfacilitatorswhocompletedtheBusinessChemistryassessmentonlineand,inSeptemberof2015,answeredaseriesofopen-endedquestionsaboutperceptionsoftheBusinessChemistrytypes.Otherquotescomefrominterviewswe'veconductedandconversationswe'vehadwithexecutivesasdescribedbelow.

FacilitatedInteractionsAspartofourbroaderDeloitteGreenhouseactivities,ourteamworkswiththousandsofexecutiveseachyearinthoughtfullycraftedimmersiveexperienceswecallLabs.TheseLabscoverarangeoftopicsgearedtoaddressourclients'toughestchallenges;onecomponentofwhichisoftenthedynamicbetweenindividuals,withinateam,orwithbroaderstakeholdergroups.TheseLabsgiveustheopportunitytoapply,refine,andextendourcoreresearchstudiesboththroughobservationandthroughdirectinterviewsandfeedback.Inaddition,manyofourclientshavethemselvesadoptedBusinessChemistryforuseacrosstheirorganizations,andworkwithustocontinuetogatherinsights.

PropertiesofBusinessChemistryWegetallkindsofquestionsaboutthepropertiesoftheBusinessChemistrysystem,sowe'lladdresssomeofthemostcommonhere.

DimensionCorrelationsLet'sstartwiththequestionofcorrelationsbetweendimensionsbecausethisoneisparticularlyeasy.Eigenanalysisproducesorthogonaldimensions,whichmeansdimensionsthatarenotcorrelatedwithoneanother.Inotherwords,whilehavingahighPioneerscoremeans,bydefault,thatyourGuardianscorewillbelow(becausethey'reoppositeendsofonedimension)yourPioneerscorewon'taffectyourDriverorIntegratorscoressincethetwodimensionsareindependent.SoyoumighthaveahighPioneerscorealongwithahighDriverscoreandalowIntegratorscore.OryoumighthaveahighPioneerscorealongwithalowDriverscoreandahighIntegratorscore.OryoumighthaveahighPioneerscorealongwithmodestDriverandIntegratorscores.Or,ofcourse,youmightnothaveahighPioneerscoreatall.

However,thingslookabitdifferentwhenweconsidertheIntegratorandDriversubtypes,because,afterall,asubtypeisgenerallyrelatedtothetypeit'sa“sub”of.OverallIntegratorscoresarecorrelatedwithbothDreamerandTeamerscores,andoverallDriverscoresarecorrelatedwithbothScientistandCommanderscores,allatapproximatelythesamelevel:Pearson'sr=.70.Correlationsrunfrom0to1,sothisisgenerallyconsideredtobearelativelystrongcorrelation.

InternalConsistency

PeoplealsosometimesaskaboutthecorrelationsamongindividualitemsontheBusinessChemistryassessment,aformofreliabilityknownasinternalconsistency.Arealltheitemsdoingacomparablejobofmeasuringtheunderlyingconstructthey'redesignedtomeasure(inthiscaseworkingstyle)?Aretheyallpullingtheirweightequally?Weusethesplit-halfmethodofmeasuringinternalconsistency,whichcomparesscoresononehalftheitemstoscoresontheotherhalf.TheSpearman-Browncoefficientisanindicatorofthistypeofreliability,andfortheBusinessChemistryassessmentit's.83,whichisgenerallyconsideredtosignifyarelativelyhighlevelofinternalconsistency.

Test-RetestReliabilityAnotherquestionwegetinregardtotheBusinessChemistryassessmentisaboutitsoverallstability,anothertypeofreliability.Inotherwords,ifyoutaketheBusinessChemistryassessmenttwice,willyougetthesamescoresandbeidentifiedasthesameprimarytypebothtimes?

Wetestedthiswithasampleof1,420individualswhocompletedtheassessmenttwice,ayearapart.Wedecidedonthisinterveningtimeperiodbecausewewantedittobeshortenoughthatpeoplewouldn'treasonablybeexpectedtohavesignificantlychangedtheirworkingstylepreferences,behaviors,andtraits.Wealsowantedittobelongenoughthatpeoplewouldn'thaveaclearmemoryoftheassessmentitemsorhowtheyhadrespondedtothempreviously.SinceBusinessChemistryisaself-reportassessment,thereliabilityofscoresdependsinpartonwhetherpeopleareansweringthequestionshonestlyandthroughasimilarlenseachtime.Forexample,ifthefirsttimeyoucompletetheassessmentyou'rebeingveryhonestabouthowyouthink,feel,andbehave,butthesecondtimeyouranswersareabitmore,shallwesayaspirational,youmayendupwithdifferentscoresorbeidentifiedasadifferenttypethesecondtimearound.Whilewe'dliketoassumeeveryonerespondstotheassessmentwithcompletehonesty,wewantedtoreducethechancesthatanyonemightattemptto“gamethesystem”toendupwithadifferentresult.Wethoughtayearinbetweenassessmentswassufficientfordoingso.

Weusedtwomethodsfordeterminingtest-retestreliability.Thefirstwascomparingdimensionpercentilesonthefirstandsecondassessmentsusingasimplecorrelation.Pearson'srforthetwoprimarydimensionswas.71forthePioneer-Guardiandimensionand.72fortheDriver-Integratordimension.Inotherwords,people'sresultsdidn'tcomeoutexactlythesamebothtimes,buttheyweresimilar.

Thenwetookalookathowoftenrespondentswereidentifiedasthesameprimarytypewhentheytooktheassessmentasecondtime.Theanswertothatwasitdepends.Whatitdependson(apartfromhonestresponses)ishowextremeaperson'sscoreswereonthefirstassessment.Let'sunpackthatabitwithanexample.

Twopeoplemighthavethefollowingscoresontheirfirstassessment:

PersonA PersonB

GuardianPercentile 85th 56th

PioneerPercentile 15th 44th

DriverPercentile 45th 51th

IntegratorPercentile 55th 49th

InbothcasestheGuardianpercentileisthehighestofthepercentiles,sothepersonisidentifiedasaGuardian.ButpersonA,atthe85thpercentile,isamoreextremeGuardianthanpersonB,atthe56thpercentile.Nowyoumightimaginethatwhenapersonrespondstotheassessmentasecondtimeayearlater,eveniftheyanswerhonestlybothtimes,theirscoresstillmightchangealittlebit(we'renotrobotsafterall).Ontheonehand,ifpersonA'sscoreschangealittle,theymightendupinthe80thoreven75thpercentileforGuardian(andmaybetheirotherscoreswillchangeatsimilarlevels),butthey'restillgoingtobeidentifiedasaGuardian,becauseitwillstillbetheirhighestscore.Ontheotherhand,ifpersonB'sscoreschangealittletheymightendupinthe51storeven46thpercentileforGuardian.Andiftheirotherscoreschangeatsimilarlevels,thispersonmaynowbeidentifiedasanotherprimarytype.

Infactthisexampleisagoodillustrationofwhatweactuallyfind.(Imaginethat!)Themoreextremesomeone'sscoresareonthefirstassessment,themorelikelytheyaretobeidentifiedasthesameprimarytypethesecondtimetheytaketheassessment.Thisisjustwhatwe'dexpect.

Puttingsomerealnumberstothis,overall63%ofpeopleinourstudywereidentifiedasthesameprimarytypethesecondtimetheytooktheassessmentayearlater,butamongthosewithstrongerscoresontheirprimarytype(abovethe80thpercentile)thatnumberwas72%.Forthosewithevenmoreextremescores(abovethe90thpercentile),79%wereidentifiedasthesameprimarytypeonthesecondassessment.

Sowhatabouttheothers?Iftheyweren'tidentifiedasthesametype,whattypeweretheylikelytobeidentifiedasonthesecondassessment?Usually,they

weretheylikelytobeidentifiedasonthesecondassessment?Usually,theywindupbeingthetypethatwastheirsecondarytypethefirsttimetheytooktheassessment;thiswastruein24%ofthecasesoverall.Inourexampleabove,ifpersonBwasidentifiedasadifferentprimarytypethesecondtimetheytooktheassessment,chancesarethey'dbeidentifiedasaDriver(whichwastheirsecondarythefirsttime).

Overall,in87%ofthecases,peoplewereidentifiedastheirinitialprimaryorsecondarytypethesecondtimetheytooktheassessment.Thatnumberrisesalongwithmoreextremescores,with93%ofthoseabovethe90thpercentilebeingidentifiedastheirinitialprimaryorsecondarytypewhentheytooktheassessmentagain.

OtherSignsofIntegrityAtthispointwe'llloopbacktohighlighttwopointswemadeearlierthatspeaktotheintegrityoftheBusinessChemistrysystem.First,thefactthatwereplicated96%oftheitemcoefficientswhenwerepeatedtheEigenanalysiswithasecondsampleisastrongsignthatthetypesthemselvesarestable.Second,theoverlapwiththetypesidentifiedbyothersystems,basedondifferentassessmentitemsandderivedindifferentways,isagoodsignofthesamething.

AswesharedinChapter10,ourresearchconsistentlyrevealsstatisticallysignificantdifferencesbetweenthetypesinmosteveryareaweexplore,fromexperiencesofstressandfeelingsofpsychologicalsafetytocareeraspirationsandtheconditionsunderwhichpeoplethrive.Findingsignificantdifferencesbetweenthetypesinalloftheseareassuggeststhatthetypesthemselvesaremeaningfulcategories.

Finally,we'veseenthatBusinessChemistryhaswhat'scalledfacevalidity,whichbasicallymeansthatitseemstomeasurewhatit'sdesignedto.Weknowthisbecausetimeandagainwhenweworkwithteamswhohavecompletedtheassessment,wehearpeoplesayhowwellthesystemhasmanagedtoboildowntoitsessencewhotheyare(atleastatwork).Wecanalsoseethelightdawningaspeoplefindoutthetypesoftheircolleagues,whichoftengivesthemaclueastowhyit'seasyforthemtoworkwithsomewhiletheyexperienceconflictwithothers.

References1.Fry,Richard.“MillennialsSurpassGenXersastheLargestGenerationin

1.Fry,Richard.“MillennialsSurpassGenXersastheLargestGenerationinU.S.LaborForce.”PewResearchCenter.May11,2015.

AcknowledgmentsAswithanybook,therearemanypeoplewe'regratefultoforcontributingtothisprojectinsomanydifferentways.We'llstartwithourDeloittecolleagues,presentandpast.

Fortransformingasparkofanideaintoareality,creatingBusinessChemistryfromthegroundup,thankstoBrianFugere,JenniferJuneau,NaomiBagdonas,andNedaShemluck.AndforbeingpartoftheevolvingteamthathasshepherdedBusinessChemistrythroughitsearlyyearsandmadeitwhatitistoday,thankstoGraceLee,DanielleFowle,KristinPech,RebeccaAdamsZuteck,DevonO'Malley,JakeLewitz,CreeScott,LeighOtey,SarahSnow,andSwatiKundu.

ForhelpinggetthestoryofBusinessChemistryoutofourheadsandontopaper/screenbyreadingchapters,makingsuggestions,checkingourwork,andgenerallykeepingusoutoftrouble,thankstoSeanKelly,StephanieQuarls,NickMurphy,KatieBaird,JimGuszcza,KimmerlyCordes,KristiLoughran,TonyScoles,andDebbraStolarik.ThanksinparticulartoSelenaRezvani,whoplayedanespeciallycentralroleinthedevelopmentofthisbookasresidentthought-partnerandhand-holder,andtoJoanneRuelosDiaz,whohelpedwranglethemanyminutedetailsthatbroughtitoverthefinishline.ForgettingthewordoutaboutBusinessChemistryandthisbook,thankstoShelleyMcNeill,GracePaiLeonard,MichelleDeZabala,andJohnConnors.Formakingourworklookbeautiful,thankstoPatriciaMozeticandRandyYoshioOkamura.ThankstoPunitRenjenforhelpingtomakeBusinessChemistryaglobalphenomenonandforwritingtheforeword.Fortheirconstantsupportandguidance,andchampioningofBusinessChemistry,specialthankstoDianaO'BrienandKenClinchy.

TherearefartoomanyotherpeopleatDeloitte(thousands)tothankforbringingBusinessChemistrytoourcolleaguesandclientsovertheyears,butweespeciallywanttorecognizeourglobalnetworkofcertifiedBusinessChemistryfacilitatorsandtheentireDeloitteGreenhouseteamforsharingtheBusinessChemistrylovefarandwide,andbringingbackexperiencesthathaveenrichedourownunderstandingofworkingstylesandrelationships.

Finally,thankstotheteamatWiley,especiallyRichardNarramore,DanielleSerpica,VickiAdang,PeterKnox,ChristinaVerigan,JocelynKwiatkowski,andPeteGaughan.

FromSuzanne:ThanksAugustandSinikkaforkeepingmelaughingandallowingmethetimetogetthisbookwritten,evenwhenyouwouldratherhavehadmyattention!Atleastnowyouhavesomethingtopointtowhensomeoneasks,“Whatdoesyourmomdo?”Fortherestofmyfamily,thanksforyourongoingloveandsupport:NancyandMike(that'sMomandDad),MichelleandJemma,Shannon,JimandToivo,Phon,Sambok,Matthew,Catherine,MichaelandEdward,TimandAna(whomIparticularlyappreciateasmywork-from-homepartnerandfrequentsoundingboard).Tomymanyamazingfriendswhohavelistenedtometalkaboutthiswork(andeverythingelse)oversomanycupsofcoffeeandglassesofwine—youallknowwhoyouare—whatwouldIdowithoutyou?AndtoMJ,thanksforbeingtheretolisten,talk,andoffersuggestions.(Youareapatientandbraveman. )Finally,toKim,I'mgratefulforthespaceyou'vegivenmetofocusonwhatIlovetodo,andforallyou'vetaughtmeabouthowtomakemyworkinterestingandcompelling(ratherthanjustthoroughandaccurate).

FromKim:ThankstoSuzanneforbeingafantasticco-authorandforhelpingmakethisbook-writingprojectbothproductiveandenjoyable.Thankstomymomanddad(JohnandGale)forenthusiasticallyreadingeverythingI'veeverwritten,andprovidinginputandencouragement.ThankstoOliverandAlex,myamazingsons,whodelightmeeverydayandwhohavebeensounderstandingwhenIneedtowork.(Theyalsoareahitatdinnerparties,guessingtheguests'BusinessChemistrytypes.)Andfinallythankstomyhusband,Jacob,foreverything,includingbeingmytestDriverhelpinginspireandimprovemywork.

PhotoCreditsChapter1:“Solitarydiamondinhandfullofcoal”byRTimages/Photographer'sChoiceRF/GettyImages.Modifications:croppedandtexturized.

Chapter2:“Vintagestilllifewithcompass,sextantandoldmap”byScorpp/Shutterstock.Modifications:croppedandtexturized.

Chapter3:“EarnestH.Shackleton”byAP/GettyImages.Modifications:croppedandtexturized.

Chapter4:“QueenVictoria(1819–1901),QueenoftheUnitedKingdom1837-1901,c.1897”byCockerell/EverettHistorical/Shutterstock.Modifications:croppedandtexturized.

Chapter5:“TheodoreRoosevelt,1902bustportrait,withunusualsoftandreflectiveexpression”byM.P.Rice/EverettHistorical/ShutterstockModifications:cropped,texturized,andinverted.

Chapter6:“AbrahamLincolnthree-quarterlengthportrait,seatedandholdinghisspectaclesandapencil”byAlexanderGardner/EverettHistorical/Shutterstock.Modifications:cropped,texturized,andinverted.

Chapter7:“3drender.Pokercardsfalling”byAnaAguirrePerez/Shutterstock.Modifications:croppedandtexturized.

Chapter8:“Tabbycatinsidecardboardbox”byRamonEspelt/Westend61.Modifications:cropped,texturized,andadditionalimagesuperimposed.“HandlewithCarevectorpackagingsymbolonvectorcardboardbackground”bylaverock/Shutterstock.

Chapter9:“Threemonkeys,closeupofhandsmallstatueswiththeconceptofseenoevil,hearnoevilandspeaknoevil”bymukphoto/Shutterstock.Modifications:croppedandtexturized.

Chapter10:“Teslacoil”byMarcoGrünewald/WikimediaCommons.Modifications:croppedandtexturized.

Chapter11:“Cutebabyboymakinganangryface”byBogdanVija/Shutterstock.Modifications:croppedandtexturized.

Chapter12:“Dreamyimageinblackandwhitethatrepresentacloudinsidea

cage”byValentinaPhotos/Shutterstock.Modifications:croppedandtexturized.

Chapter13:“OceanwaveintheIndianoceanduringstorm”byAndreyPolivanov/Shutterstock.Modifications:cropped,texturized,andadditionalimagesuperimposed.“Toyboatonsandonbeach”byonecameraman/Shutterstock.

Chapter14:“AnIrishshepherdherdshisflockofsheep”byPeteRyan/NationalGeographic/GettyImages.Modifications:croppedandtexturized.

Chapter15:“Disconnectandexcludedordisconnectedconceptasalonelybirdonawirewithalargegroupdetachedfromtherejectedindividualwith30illustrationelements”byLightspring/Shutterstock.Modifications:croppedandtexturized.

Chapter16:“TeamConcept–PinsonCorkboard”CreativeCommons(CCBY3.0).Modifications:croppedandtexturized.

Chapter17:“Damgymnastik.Gymnastiskacentralinstitutet,Hamngatan19,Norrmalm,Stockholm”byUnknown/WikimediaCommons.Modifications:croppedandtexturized.

Chapter18:“GroupofRetroTinRobotsonawhitebackgroundwithcopyspace”byurbanbuzz/Shutterstock.Modifications:croppedandtexturized.

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