"A masterpiece of explanatory journalism!" - New Orleans Picayune "Fast, funny, and highly stimulating!" -Business Book Review Get your signed copy of The NEW Why Teams Don't Work by Mike & Harvey Robbins from Berrett-Koehler Publishers Just click on the book cover!

Chapter 10
The People Problem

When we think about teams, we tend to picture the perfect team. Its members are autonomous, intelligent, generous-minded, and quick to fill in where another leaves off. The members of this perfect team fall somewhere between angels and the drawn characters in apparel ads.

You need to take this mental picture of the perfect team, fold in into careful squares, set it on a platform, and blow it to smithereens. Because you may live to be 108, but you will never be on anything remotely like a perfect team.

Ideal teams are comprised of perfect people, whose egos and individuality have been subsumed into the greater goal of the team. Real teams -- your teams -- are made up of living, breathing, and very imperfect people. Even when you personally handpick a team, it is still likely to contain people that you (or other teams members) will be really challenged to get along with.

Our experience is that, in the forming stage especially, nearly all team members are taken aback by the personalities of other team members: X is an asocial asshole, Y is bordeline psychotic, and Z is a shameless jackass.

That's what we have to work with on teams, and that is a major, major reason teams fail.

But mostly, we are just different enough to create misunderstandings. These can be overcome, but they require self-knowledge, generous attention to the person who's bugging us, and the will to keep working together, and not give up on one another.

We tend to give up on one another too easily, to write off poor working relationships as "personality incompatibilities." Most of these incompatibilities can be resolved with a bit of empathy and attention.

Sometimes, we are so different from one another, and so poisonous to one another, that there is no hope for the team. That's what our next chapter about.

For now, let's look at what is achievable. It means moving beyond first impressions and stereotypes, beyond expectations of apparel-ad perfection, and into the muck and mire of what it is to be human beings in all our diverse, peculiar glory -- and how to tolerate those who are not as marvelous as ourselves.

     The logic of misunderstanding

Even the best teams suffer continuous setbacks because of simple misunderstandings. What we intend to communicate (what we transmit) is seldom exactly what we succeed in communicating (what the other party receives).

Why does this happen? In a word, diversity. We all have different minds, different slants, different hot buttons. We come from different cultures, both ethnic and familial. We share different histories. We have different brains inside our heads.

When the message transmitted is not the message received, the result is not usually obvious catastrophe. It is more like a plane that is subtly out of control. It won't crash, and it will stay in the air. People on the plane will think they are succeeding, because miles are rolling by on the odometer. Passengers stare out the windows, maybe even waving, confident they are en route to their destination, even as they fly further and further off-course.

Every year we flush billions of dollars through our organizations, sunk costs caused by the kinds of everyday misunderstandings and ambiguities we all participate in every day. You have seen the sign over the photocopy machine:

"I know you think you understand what you thought I said. But I am not sure that what you heard is what I meant."

The worst part of this incredible waste is that we learn next to nothing from it. In our minds it is always the other person's fault for mistransmitting or misreceiving. We are the good one; they are the dork. Whereas, in reality, there is no good or bad one in a classic miscommunication. It is the child of both parents.

Misunderstandings often occur for the simple reason that the individuals involved are communicating on two different wavelengths. How you communicate with others is influenced to a very large degree by what kind of person you are -- by your "behavioral style."

Preventing miscommunication means being very alert to your own behavioral style, as well as to the style of the person you are talking to. It requires that we relearn how to communicate with others in a way that is cognizant of their differing natures and sensitive of their needs.

     Happy talk and human variation

The picture-perfect team of magazine articles doesn't exist. Indeed, the cheerful attitude that typifies books, articles, and presentations about teams is misleading. Teams cannot solve all your organization's problems. Nothing can.

The horrible truth is that the people on your teams will be like people everywhere. They may be smart in one or two areas, but normal or below normal in other ways -- ways that have a bearing on your team success. Team members have their ups and downs. You will have team members that are clinically depressed, or have serious personality disorders. You will have team members that you can't stand.

You will have team members that might once have been terrific contributors, but whose brains simply have lost efficiency. Their neurotransmitters don't fire with the rapidity or regularity that they did fifteen years earlier, or before they were damaged by alcohol, or an accident.

You will go home thinking you have the greatest team in the world, and find out the next morning that one of your stars has been arrested, or is dead. You will have team members whose judgment varies widely from day to day -- a sage on Monday, a fool on Tuesday.

These are depressing realities. We say them not to discourage you, but to remind you that your on-the-job team problems are just a slice of the problems of life itself.

The happy talk articles won't tell you that. We just did.

People are not the same. They are as different as thumbprints. And not just in one way, preferring white or dark turkey meat, or being vegetarian. People are different up and down, through and through, coming and going -- in their likes, dislikes, fears, joys, the way they think and decide, the way they work and communicate.

Teams succeed when they acknowledge this fact of natural variation, and work to recognize and value differences among team members.

It often happens, when we start talking about different personality types, that some cheerful HR person will suggest the Myers-Briggs Type Inventory (MBTI) as a tool. The MBTI tells you how you see yourself, and gives you a set of label initials to wear through life (ISTJ, ENSP, etc.). It has become a kind of psychological parlor game. Lots of people have taken the test, and the initials they receive help them understand themselves -- and forgive people born with different characteristics. It is a very interesting system, especially valuable for the task of self-discovery.

But how you see yourself or how you really are inside doesn't matter much to teams. How you behave on the outside, how you treat other people and how you demand to be treated, is what matters. Teams have enough to handle without taking on spiritual adjustments. But team behavior is fair game. Reduce miscommunications, straighten out confusing behaviors, and get people working together more effectively – that you can do.

In the work world, we could generally give two hoots what a person's insides are like. That is their business, after all. But how they act -- and interact -- is essential to their value to the enterprise. You don't have to like one another to produce together. You do have to "get along."

Denver psychologist David Merril, of the TRACOM training firm, describes people as falling into four approximate behavioral profiles or zones. It is a very handy way to think about behavioral differences. One of these four behavior zones is, for you, a kind of "home plate" -- a place where, day in and day out, other people see you as occupying. The four home plates together make up a big square, like this:

 

Analytical Key Value: Work with existing circumstances to promote quality in products and services Orientation: Thinking Time: Past		Driver Key Value: Shape the environment by overcoming opposition to get immediate results Orientation: Action Time: Present
Amiable Key Value: Cooperate with others, make sure people are incluided and feel good about the process Orientation: Relationships Time: Depends on who they are with at the time		Expressive Key Value: Shape the environment by bringing others into alliance to generate enthusiasm for the results Orientation: Intuition Time: Future

 

Think of the diagram as one way of looking at the universe of human personality, with a distinct north, south, east and west. From right to left it measures Assertiveness, from passivity to activity, or from "asking" to "telling." From top to bottom it measures Responsiveness, whether we react in a controlled fashion (top) or in an emotional fashion (bottom).

Thus a "Driver" is a combination of task-oriented and proactive. An "Expressive" is a combination of proactive and people-oriented. An "Amiable" is people-oriented and reactive, and an "Analytical" is a combination of reactive and task-oriented.^[1]

As we paint a mental picture of each of the four types, be thinking about which type people see you as.

1    Analyticals are essentially perfectionists, people who serve no wine, take no precipitous action, before its time. The very best thing about analyticals is that, nine times out of ten, they are right about things, because they gave the matter their time, reflection, and rational consideration. Their strong suit is the facts. Their key virtue is patience, and it may also be their downfall -- a kind of caution that paralyzes, not from fear but from a determination to fully understand a problem before moving toward a solution. Pushed to the brink, the response of the Analytical is usually to run for cover, until the shooting stops.
Adjectives that are sometimes attached to Analyticals: critical, indecisive, stuffy, picky, moralistic, industrious, persistent, serious, expecting, orderly.

1    Amiables are essentially "people people," considerate of other people, and very empathic. They are the "warm fuzzies" of the world. Their orientation is the past, the present and the future -- wherever people have needs, and may be hurt. They are the world's best coordinators precisely because they take time to touch base with all parties. Sure, they have opinions -- but they may be more interested to know yours. Their great strength is their understanding of relationships. Pushed to the brink, their response is usually to cave in.
Adjectives that are sometimes attached to Amiables: conforming, unsure, ingratiating, dependent, awkward, supportive, respectful, willing, dependable, agreeable.

1    Drivers are essentially let-me-do-it people. They are firmly rooted in the present moment, and they are lovers of action. Their great strength: results. If you want a job discussed, talk to one of the other three types; if you just want it done, take it to a Driver. They aren't much for inner exploration, but they sure bring home the bacon. They can be bitterly self-critical, and resentful of idle chit-chat. Favorite song: "Steamroller Blues." Pushed to the brink, Drivers become tyrants.
Adjectives that are sometimes attached to Drivers: pushy, severe, tough, dominating, harsh, strong-willed, independent, practical, decisive, efficient.

1    Expressives are essentially big-picture people, always looking for a fresh perspective on the world around them. They are future-oriented, perhaps because that is where no one can ever pin them down as they dream their grand dreams. If you want a straight answer, Expressives may not be the best place to turn. If you want intuition and creativity, they're wonderful. If you want a terrific party, invite lots of Expressives. Pushed to the brink, Expressives can react savagely, by attacking. Though cheerful nine ways out of ten, they take the world they create in their heads very seriously.
Adjectives that are sometimes attached to Expressives: manipulating, excitable, undisciplined, reacting, egotistical, ambitious, stimulating, wacky, enthusiastic, dramatic, friendly.

Now, on teams, we are likely to find all these behavioral types mixed together, and expected to communicate. This is not an irrational expectation -- we are all carbon-based lifeforms, we are all featherless bipeds, and we mostly speak the same language.

But come on -- putting an Analytical in the same room with an Expressive? A Driver with an Amiable? A Driver with an Expressive? Imagine a dinner party featuring:

·        irrepressible, comic Roberto Benini

·        humble, serious, pious Mother Teresa

·        sassy, snappish Judge Judy

·        introverted but confident Bill Gates

·        flambuoyant rapper Puff Daddy Combs

·        owlish, intellectual George Will

You know, with a mix like this, there will be a few breaks in the conversation. The six may admire each other to death, but finding common ground will be a challenge. Just imagine how George Will suffers, sitting next to Roberto Benini at meetings. Or the look on Bill Gates' face as Judge Judy's gavel comes down on him.

Well, that is what most teams are like – odd assemblies of mismatched personalities. Chances are excellent that your teams are experiencing real communication problems.

We can't solve all the complex communications snafus your entire team is experiencing, but here are some ideas on how you can straighten out your own communications with the others.

First, identify your communications style. Do you come across to others as an Analytical, an Amiable, a Driver or an Expressive? Probably you accept one of the four designations, but reluctantly, because of the negatives associated with each.

Second, adapt your style to suit the needs of whoever you're communicating with.

Can you change your style? Yes and no. To go from being one style to its opposite -- from a pure Analytical to a pure Expressive -- would probably make your head explode. But you can soften the extremeness of your style, and learn how to communicate with people in other styles.

Here are some tips to help you make the empathic crossing to each of the four styles.

v     With Drivers, strive to:

ƒ      Be brief and to the point. Think "efficiency."

ƒ      Stick to business. Skip the chit-chat. Close loopholes. Dispel ambiguities. Digress at your peril. Speculate and you're history.

ƒ      Be prepared. Know the requirements and objectives of the task at hand.

ƒ      Organize your arguments into a neat "package." Present your facts cleanly and logically.

ƒ      Be courteous, not chummy. Don't be bossy -- Drivers may not themselves be driven.

ƒ      Ask specific questions. Do not go "fishing" for answers.

ƒ      If you disagree, disagree with the facts, not the person.

ƒ      If you agree, support the results and the person.

ƒ      Persuade by citing objectives and results. Outcomes rule!

ƒ      When finished, leave. No loitering.

v     With Expressives, strive to:

ƒ      Meet their social needs while talking shop. Entertain, stimulate, be lively.

ƒ      Talk about their goals as well as the team's.

ƒ      Be open -- strong and silent does not cut it with expressives.

ƒ      Take time. They are most efficient when not in a hurry.

ƒ      Ask for their opinions and ideas.

ƒ      Keep your eye on the big picture, not the technical details.

ƒ      Support your points with examples involving people they know and respect.

ƒ      Offer special deals, extras, and incentives.

ƒ      Show honest respect -- you must not talk down to an Expressive.

v     With Amiables, strive to:

ƒ      Break the ice -- it shows your commitment to the task and to them.

ƒ      Show respect. Amiables will be hurt by any attempt to patronize.

ƒ      Listen and be responsive. Take your time. Learn the whole story.

ƒ      Be nonthreatening, casual, informal. A crisp, commanding style will send Amiables packing.

ƒ      Ask "how" questions to draw out their opinions.

ƒ      Define what you want them to contribute to the task.

ƒ      Assure and guarantee that the decision at hand will in no way risk, harm or threaten others. But make no assurances you can't back up.

v     With Analyticals, strive to:

ƒ      Prepare your case in advance.

ƒ      Take your time, but be persistent.

ƒ      Support their principles. Show you value their thoughtful approach.

ƒ      Cover all bases. Do not leave things to chance, or hope "something good happens."

ƒ      Draw up a scheduled approach for any action plan. Be specific on roles and responsibilities.

ƒ      Be clear. Disorganization or sloppiness in presentation is a definite turn-off.

ƒ      Avoid emotional arguments. No wheedling or cajoling. No pep rallies.

ƒ      Follow through. The worst thing you can do with an Analytical is break your word, because they will remember.

     Let's think

What we are urging, with all this talk about personality types, is not that you be a chameleon, changing your color to match the color of whoever you are dealing with. Rather, that you try to see things through their eyes, and understand their needs and preferences.

It is critical for people with weaknesses in one area -- e.g., visionary people tend to go limp in the nuts-and-bolts department -- to either delegate authority or to redouble their efforts to think practically. It is equally critical, in ordinary communication, for one type to know what another type is listening for.

You are not a rat in a box, that can make only one response to every stimulus. You are a human being, with a host of choices in every situation.

We are urging that you choose to be curious about other people's natures and needs and accommodate them when possible. When you do this, you will find them accommodating you in return. This reciprocal accommodation is just another dimension of teamwork.

 

     Let's play

One problem we sometimes encounter, as we lay out our little grid of human nature, is people think the entire universe of human nature is somewhere in there. Which means they must be in there, somewhere.

But it's just a two-dimensional model, showing how two important traits, Assertiveness and Responsiveness, reveal our diversity.

But imagine, for instance, that you could take these four squares, and make them cubes -- by adding a third dimension, one coming toward you. Call it Direction -- and let it measure the inwardness/outwardness, or introversion/extroversion of personality.

Do this and the true complexity of personality becomes visible. The two-dimensional Driver might be a cardboard cutout of Boy Scout values. But there is no law saying a Driver can't also be an introvert -- a leader by nature, but not a sharer. Instead of driving you, he drives -- himself. It's not necessarily a good combinmation. This is a leader prone to workplace illnesses, migraines, workaholism, and high gastro-intestinal awareness.

There is such thing as an introverted Expressive. You see them coming down the hall, smiling, whistling a tune, high as a kite. Inside he's having a party -- but no one else is invited to it.

Or, contrarywise, you could have an extroverted Analytical, as opposed to the stereotypical introverted nerd. This is the person chasing you down the hall quoting facts, figures, reasons and contraindications. They're being 100% social with matters most people don't consider social fodder. Or the dreaded extroverted Amiable -- they want to be with you so much they make you want to move to another state.

Well, guess what -- that's the 3-D world of team personality. Full of complexity, ambiguity, contradiction, and surprises.

     Let's WORK

Now let's subject the model to the acid test. Does it work across racial, gender, and ethnic lines?

Yes, yes, and no.

In any given culture, men and women, and people of different races, are as likely to be in one square as another. Men aren't the only Drivers, nor are women the only Amiables -- not by a long shot. Same with races.

But travel from culture to culture, and changes occur. What happens is that the grid is no longer big enough. Some groups are literally "off the chart" in some categories.

This is something we did not fully appreciate when we wrote the first edition of this book. But traveling from country to country, and seeing how teams broke down in different places, we became convinced some groups occupy psychological ground, in the aggregate, that other groups can hardly conceptualize.

If we were to draw the box in Pacific Rim cultures, for instance, we will want to move the entire box one click to the left, to accommodate the remarkable potential for analysis and their aversion to individual panache. What looks like an Analytical idea to us, to them would be considered evidence of leadership -- the realm we associate with Drivers. Their idea of "charisma" is far steelier and reserved than the American idea. Their business timelines -- 50 year business plans are common in Hong Kong and Japan, and even 100 year business plans exist -- make American resemble hummingbirds in constancy. And they embody a talent for collaborative work that is the envy of every other team culture. On the superficial level, this insight accounts for ethnic stereotypes -- Germans responding well to order and leadership, the Japanese adoring anything to do with teams, the Finns being unrestrainably expressive. (That last was a joke.)

Draw a box for Europe, and the box shifts in the opposite direction -- one click to the right. In that flamboyant realm, the person an American would regard as a driver is regarded as a mere Analytical! In reserved Scandinavia, the model shifts a click to the north. In passionate Latin America, one click to the south.

We stress that people are not so different from continent to continent as to be incomprehensible to one another. Just that "one click's worth" of difference can often be enough to confound and put culture off from another.

In a global economy, and belonging to global teams, we ignore these cultural strengths and weaknesses at our peril.

     The Will to team

Most personalities, we conclude, fall within the normal range, and can be dealt with if we simply acknowledge our differences and learn what we all want from one another. Once we get that out of the way, we can go to work and earn some money.

When you start to know people, it's easier to root for them. We want the team to succeed not just for the team's sake, but for everyone's sake. That's the foundation of team spirit right there -- learning combined with the willingness to act upon what we learn.

This will to team doesn't sound like much, but it's critical to team success. Without it, all the training, rewards and recognitions, meetings, pronouncements, consultants, weekend retreats, etc. are worthless. No team can be a team against its will.

Teams achieve this "willing" state only one way -- by learning about one another and by caring. Both must occur. Where there is no learning, no knowledge, no information, there can be no caring. But if people have made up their minds not to give a damn, neither can there be any learning.

So shape up out there, all you teams. You don't have to like one another especially. But you do have to get to know one another, and to value one another's abilities and individuality. Meet team mates halfway with your respect and understanding, and together you can move the team objectives forward.

NOW AVAILABLE from from Berrett-Koehler Publishers (San Francisco) and Texere (UK)!

The New WHY TEAMS DON'T WORK
What Goes Wrong and How to Make It Right

"The American business approach to workplace teams is filled with powerful subtleties and is also quite different from the Japanese. The phrase, "How come all this quality stuff don't work," nicely sums up the challenge making teams work in America. Authors Robbins and Finley present practical solutions to the problems with and misconceptions about teams that will be valuable to any organization inclined to assign teams to work on legitimate operational issues. Pragmatic team tips covered here include team decision-making, communication skills with teams, reward and recognition ideas, the importance of effective team leadership, and the fundamental factor of organizational culture that could help or hinder team success. The authors swap narration of chapters, enlivening this useful handbook on how to make the commitment to teams a success. Serves well any manager's interest in maximizing productivity and quality improvement with teams. Recommended for all quality professionals." -- Quality World