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Which Personalities Make A Team Successful

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Which Personalities Make A Team Successful
Which Personalities Make A Team Successful

Video: Which Personalities Make A Team Successful

Video: Which Personalities Make A Team Successful
Video: Secrets Of Successful Teamwork: Insights From Google 2023, June

A well-functioning team is a key factor in making projects successful - this applies to sports as well as to science and business.

Sumtotal has examined how teams work, what influence the composition of the group has, and which personality profiles prove to be important for the success of a team.

Good teamwork is crucial for long-term success

Efficient and productive teams are crucial for keeping organizations on the road to success in the long term. However, productive teams do not develop by themselves. In addition to the technical skills, the soft skills and personality profiles of the individual members also determine their composition.

US space agency examined group dynamics

An extreme example of the necessary compatibility of a group is space travel. International teams on space stations such as the ISS already work together for weeks in a confined space. In 2033, NASA plans to send space travelers on the approximately 400 million km journey to Mars. The interplay of astronauts and researchers on the at least three-year mission is one of the most important factors. For this reason, the US space agency examined group dynamics.

Among other things, test groups were isolated in a simulator for 45 days each and observed how they deal with work tasks, delayed communication with the outside world, stress, lack of sleep and with each other. The realization: Certain characters should definitely be represented in successful teams.

Heterogeneous groups are particularly successful

Whether in sports or in a professional environment, it is evident that heterogeneous groups with different characters and roles are particularly successful.

Talent management expert Doris Niederwieser from Sumtotal explains: "A challenge in putting together teams with heterogeneous groups is the tendency of people to split into subgroups that are as homogeneous as possible - according to the motto 'like and likes to join'."

HR managers and managers should therefore try to support heterogeneous team compositions in order to use synergies. This not only helps to find suitable talents. Considering the personality profile also helps to set appropriate incentives for employee development.

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Typical roles and personality profiles in teams

The “leader”

He is responsible and should give the team a clear direction, but also remove obstacles, solve problems and be ready to take responsibility if something goes wrong. As a leader, he should be able to inspire the other team members to contribute their performance.

Motivation tip: Autonomy and the independent leadership of his team as a sign of the trust of the management inspire the leader. He will usually accept additional responsibility and the opportunity to prove himself again and again in the face of new challenges.

The "clown"

"Every group needs a clown" - NASA and other researchers agree. A humorous and reconciling personality with an open ear for personal matters and problems in the team can become the key factor for the successful implementation of a task. It can resolve tensions and thus clear the way for attention to focus on the common goal again. Laughing together or doing things together in addition to the actual work also promote team cohesion.

Motivation tip: The trust shown by colleagues and team management and their positive feedback are an important confirmation for the "clown". Team management and HR managers should give him the opportunity to live out his extroverted side, even if this does not immediately appear to be expedient.


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The "specialist"

Most teams have at least one or more specialists. You have certain professional or technical skills that are necessary for the task and objective. It is a challenge that they often have a tunnel view of their expertise and sometimes lose sight of the overall goal of the group or that their findings cannot be communicated in an understandable and targeted manner to non-specialists.

Motivation tip: Specialists attach great importance to the appreciation of their specialist expertise. But it is just as important to support the integration into the group with a view to the overall goal. In addition to the opportunity to develop professionally, communication training can also support the specialists.

The "summiteer"

When performance is required, he rolls up his sleeves and achieves top performance. He loves challenges, responsibility and independence. He is mentally agile and responds quickly to changing requirements. This person can also be a team leader. In many constellations, he prefers to leave the overall management to someone else and focuses on the successful implementation and concrete results.

Motivation tip: Regular rewarding of success and special efforts help to keep this employee. It flourishes when you offer it continuous change through new projects and challenges, as well as career prospects and development opportunities.


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The “Experienced”

Thanks to his wealth of experience, he can help solve problems in many situations. He is often a haven of peace and stabilizer in the team and can also take on the position of a trusted person. Since his career is already advanced, he shares his knowledge more readily than others.

Motivation tip: Appreciating his experience and reliability is an important feedback for this character type. Development opportunities, such as a role as a mentor for new employees or a key role in the exchange with other departments, can be a further motivation.

The "impetus"

A new addition to the team always leads to some unrest and can change the group dynamics - regardless of whether it is a new colleague or a newcomer from another department of the company. But he can also bring in valuable know-how and a fresh perspective, which can provide inspiring impulses for the group.

Motivation tip: A good induction plan, possibly in combination with a mentor, makes it easier to get started. A clear task in the team and the communication of the overall goals are just as important. Regular feedback, especially with regard to performance and career goals, is an important motivating factor.

Unofficial role allocation should fit the official role

Many of these roles within the group are assigned by the members themselves. An important success criterion is that this unofficial division of roles fits the official function of the team members. The team leadership should also be recognized unofficially by the group as the leader, otherwise tensions are inevitable.

"It is therefore important for HR managers to be able to assess whether the personality profile of an employee is suitable for his team function," explains Doris Niederwieser. "It is just as important to consider the profile in terms of employee development, targeted support, motivation and feedback."

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