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Key Team Personality Types

Tags: Team, Hero, Weakness, Weapon, Team Management, Management, Jeff Palfini, Battle, Collaboration, BNET Feature

Much like characters in a role-playing game, everyone on a successful team plays a unique part. When certain challenges arise, you need to know whose strengths will best match the task. Here are a few key personality types to look for.

The Agitator

Strength:
Questions the status quo, outspoken
Weakness:
Abrasive, needs prodding to work well with others
Weapon:
Impatience
Battle cry:
“What I cannot create, I do not understand.” — Richard Feynman, physicist
Defining moment:
The Agitator is the flint that sparks innovation within the team. An unwillingness to accept things as they are and propensity for speaking out can often trigger real and important change.
Hero:
Virgin founder and CEO Richard Branson

The Wild Card

Strength:
Skill and dedication, if you can find the key to motivating him
Weakness:
Lackluster performance if you can’t
Weapon:
Latent energy
Battle cry:
“Tell me and I’ll forget. Show me and I’ll remember. Involve me and I’ll understand.” — Confucius
Defining moment:
The Wild Card has a moment of clarity when he realizes the importance of the company vision and feels invested in its success. After that, you might mistake him for the Workhorse — or even the Expert.
Hero:
Director Quentin Tarantino

The Leader

Strength:
Execution, ability to get team on board and invested in new ideas
Weakness:
Often gets all the credit for the Agitator’s ideas, can be subject to swollen ego
Weapon:
Esteem
Battle cry:
“Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?” — Steve Jobs
Defining Moment:
Any opportunity to address the troops. An ability to inspire the rest of the team with a clear and dramatic vision puts momentum behind ideas.
Hero:
Jack Welch

The Workhorse

Strength:
Focus, work ethic, dogged determination
Weakness:
Can sometimes be slow to adapt to new ways, resistant to change
Weapon:
Follow-through
Battle cry:
“Victory belongs to the most persevering.” — Napoleon Bonaparte
Defining moment:
Reliable and determined, the Workhorse is the finisher and will ensure that the job gets done.
Hero:
Baseball’s ultimate everyday player, Cal Ripken, Jr.

The Glue

Strength:
Communication — the glue that brings the team together, especially in difficult times
Weakness:
More effective in times of crisis than when things are running smoothly
Weapon:
Charm
Battle cry:
“When dealing with people, remember you are not dealing with creatures of logic but creatures of emotion.” — Dale Carnegie
Defining moment:
When rifts appear in the team or progress has stalled, the Glue smoothes things over or suggests who might be able to get the wheels turning again.
Hero:
eBay CEO Meg Whitman

The Expert

Strength:
Vast knowledge of a subject area, its major players, and its most useful sources of information
Weakness:
Information doesn’t always translate to innovation
Weapon:
Encyclopedic brain
Battle Cry:
“The desire of knowledge, like the thirst for riches, increases ever with the acquisition of it.” — Irish writer Laurence Sterne
Defining Moment:
When an intellectual or informational snag is slowing the process, the Expert has the solution. However, team members often need to approach him, since his active mind is frequently occupied.
Hero:
Java engineer James Gosling
 
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  •  
    1

    dalecarnegie

    01/29/08 | Report as spam

    Belbin's Team Role Inventory

    A useful model also to understand different roles people play in teams is M. Belbin's Team Role Inventory. Belbin describes 8 roles people play, which are much like the ones described in the article: Information Seeker, Plant, Completer-Finisher, Coordinator, Shaper, Monitor/Evaluator, Team Worker, Applier. Belbin maintains that people predominantly play only a few of these roles, which they assume as they grow. Belbin's questionnaire is available on site and I have used it on the MBA Leadership classes I teach across Europe; the instrument is 95%reliable with a margin of error of 2-5 %. The usefulness of the model however is that a manager can use it to find out not only how to build a team out of different personalities but also to find out about himself or herself and then decide whether on a particular occasion he/she should assume a different role from the ones he/she assumes most of the times. Apparently, self-awareness of people of the roles they play can help them adjust to roles useful for their teams.

  •  
    2

    rgrayling

    03/14/08 | Report as spam

    Team roles

    In addition to Belbin, the Team Management Profile (www.tmsdi.com) is also a really useful feedback tool exploring preferences at work. The profile provides you with one of 8 roles and the quality of these reports from just 60 questions is amazing. It also has got the backing of the BPS. I've used the tools in team events, coaching sessions and leadership events and it has always gone down really well.

  •  
    3

    3toes@...

    01/30/08 | Report as spam

    RE: Key Team Personality Types

    Know and have worked with too many people who would place themselves in the The Agitator classification and use this as justification for their actions.

    Unfortunately while they see themselves as leaders (although more often than not this is a level of trust they rarely do achieve) they fall in the destroyers classification as they build no value and pull down all that is around them before moving on to do the same again eleswhere.

  •  
    4

    tove.dahlstrom@...

    01/30/08 | Report as spam

    A must in every company

    It's important to mention that the lack of any of these roles completely unbalances a company. No company can survive without having all of them in key positions. It provides rythm to the business.

  •  
    5

    EsperanzaWaits

    01/30/08 | Report as spam

    RE: Key Team Personality Types

    What do I think? I think I am extremely tired of these paradigms that perpetuate the myth that people can be pigeon-holed into one personality type all the time.

  •  
    6

    jeffpalfini

    01/30/08 | Report as spam

    Pigeonholing and its Dangers

    I agree wholeheartedly with you that pigeonholing people can be detrimental to the team.

    But compartmentalizing team members is done on a constant basis and usually in simpler terms than these, such as who is leadership material and who is not.

    I think that what taxonomies like this one offer is a variety of ways to think of peoples' contributions to the team. They also can prove useful in getting an idea for people's motivations and how to plug into them. But I think they should be used loosely, not as some kind of final word.

    That having been said, I'm proud to say that I'm a Wild Card.

  •  
    7

    gdrobinson

    01/30/08 | Report as spam

    often mis-used

    It's been my experience that the danger is "typing" people is that it becomes an excuse for bad behavior. When used correctly understanding temperment can help manager put together a very well balanced team. People tend to lose site though, that is is a preference not a skill . . .

  •  
    8

    colleen.cunningham@...

    01/30/08 | Report as spam

    RE: Often Mis-used

    As with any instrument, you need to use it properly. Something like this can deepen management and team members appreciation of each others' "quirks" and make them sit up and listen. Misused it can pigeon-hole people and lead to dismissiveness on the part of other team members. Comments like "Oh, you're just an agitator" come to mind. There is a difference between use and misuse.

  •  
    9

    Hanysm@...

    01/30/08 | Report as spam

    RE: Key Team Personality Types

    A pitfall for using those models is that people tend to classify a person in one, and only one, of those categories.. We could be combination of all those with different degrees, or even with different degrees in different situations or jobs or projects.. etc

    Honestly I disregard those techniques more and more-- as they tend to be used against the others on the team rather than used for better communicating with others. Which to me is a team damaging practice rather than building practice..

    Just my 2 cents..

  •  
    10

    jeffpalfini

    01/30/08 | Report as spam

    Falling Into More Than One "Type"

    True that people are more complex and less predictable than a classification like this suggests.

    I hope the savvy manager treats these as a start of the process of understanding team members and not a blueprint.

    I would also personally not make classifications like this a part of the discussion with team members. Not only do people not like being classified, especially if it's not how they see themselves, but I think others are right that it creates divisions where they needn't be and justifications for all manner of behavior.

    I think it really is just a way for managers to begin thinking about the complexity of team members' contributions in their own head.

  •  
    11

    bracey

    03/14/08 | Report as spam

    Reply

    Certain people do possess more than one quality as they contribute to the group in various aspects. But, these roles should not be disregarded for this reason. Just because the roles are separated into different categories does not mean that one person cannot fill more than one of the roles at a time.

  •  
    12

    team_mclovin

    03/24/08 | Report as spam

    reply

    I agree with what you said because teams don't always fit these categories word for word and a lot of times it is a combination of multiple categories as well as attributes that are not listed here.

  •  
    13

    ATM's

    03/25/08 | Report as spam

    We agree

    We believe that is a factual statement. You cannot just say someone fits into a category every time. The way people act and are change from project to project.

  •  
    14

    sabba

    03/16/08 | Report as spam

    RE: Key Team Personality Types

    Strength : your ability to tap on your latent talent and add value to your job

    Weaknessess : need to identify them and work on them to improve. it should be viewed as an opportunity for continuous improvement.

    Weapon: Skills, tacit knowledge that need to capitalise and translate into actions... Unleash key potentials..

  •  
    15

    brooke m.

    03/24/08 | Report as spam

    Personality Types

    We feel that this personality mix, is maybe not the best way to describe out team. Though each point has a place for a team memeber, you can't really place just one person in each catagory.

  •  
    16

    Tai Chi Bear

    06/02/08 | Report as spam

    Question

    For the Agitator, how can impatience be considered a weapon? To me, impatience has always been a weakness, not a weapon.


    TCB

  •  
    17

    mzuza

    09/02/08 | Report as spam

    RE: Key Team Personality Types

    It is easy to see impatience as a weapon - while everyone else is arguing about the detail, the impatience in the agitator pushes forth the notion that it's time to start doing rather than just talking about it. Impatience pushes inactivity out the door.

  •  
    18

    P-Edge

    09/05/08 | Report as spam

    RE: Key Team Personality Types

    All valid comments. A few thoughts, pideonhole or not people do exhibit patterns of behavior. Any model or construct can be misused based on lack of understanding or manipulative intent. I am not sure the term "weapon" is appropriate. Team members are sometimes competitive enough as it is. We don't want "war" to erupt.

  •  
    19

    tctwood

    09/05/08 | Report as spam

    RE: Key Team Personality Types

    I would say these profiles describe roles or modes of working more than they describe individual "people". As with De Bono's Six Thinking Hats of Decision Making, each team member should be capable of putting on different hats depending on what they are working on and where the project is at.

  •  
    20

    herryalbet

    04/01/09 | Report as spam

    RE: Key Team Person Real buy guide

    especially if it's not how they see themselves, but I think others are right that it creates divisions where they needn't be and justifications for all manner of behavior.

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