Posted on March 15, 2015

Diagnostics for High Performing Teams

I think that most people enjoy taking personality/behavior categorizing assessments such as Myers-Briggs and DISC.  It can be very self-reflective, and self-awareness is rated as the top qualification for great leaders.  We learn things about ourselves and we say, “Hmm, I never thought of it that way, but it’s definitely true.”

By better understanding ourselves we can do one of two things that develop the capacity to consciously adjust behavior and thinking.  We can promote our strengths and avoid our challenges, or we can appreciate our strengths and work to improve our weaknesses.  These are two different schools of thought and there are plenty of articles, books, and theories one which is the better direction to go.   I’m of the “do more of what you do well” school of thought.  I believe that if we are building a high performing team, these assessments not only help us as individuals, but help us build a team.

Most jobs have certain profiles that maximize success.  These are easy to identify for job task success.  What gets trickier is the second layer of a team after-job tasks.  It’s the layer that ensures the TEAM functions well, not just the individuals.  Although the profiles for the individuals in a department will likely be similar, it’s close to impossible to be high performing if there aren’t individuals that fulfill certain roles on the team.  There needs to be both big picture and day to day thinkers, flexible and routine people, introverts and extroverts, process and outcome oriented – these are just a few examples.  When hiring and/or choosing team members, considering these team roles in conjunction with the optimum profile for the job description can really improve the overall team!