10 Personalities in the Workplace (And How to Work with Each One)
The following contribution comes from Indeed, the world’s number one job website and a global leader in recruitment and hiring, with a presence in more than 60 countries. More people find jobs on Indeed than anywhere else because we prioritize job seekers, offering powerful tools to search for jobs, post resumes, research companies, and much more.
The article is written by Jennifer Herrity, an experienced career services professional with over 12 years of experience in career guidance, recruiting, and leadership positions, dedicated to helping others find their ideal job.
In a workplace, there are many types of people, and each employee has a unique personality with different strengths and weaknesses.
It is important to understand the different personality types that employees may have and how to get the most out of each one. An effective office also needs to efficiently integrate employees with unique personalities to foster teamwork and improve employee morale. In this article, we analyze different personality types in the workplace and offer tips on how to work effectively with each one.
What is a personality type in the workplace?
Personality types in the workplace are a way to categorize staff to better tailor your approach to their needs as an employee or colleague. While no two people are exactly alike, and most employees will have traits that fit into several categories, understanding general personality types and how to leverage each one can serve as a guide for working with your staff and keeping them happy and productive.
Why is it important to understand personalities in the workplace?
Employees with different work personalities can have very different approaches to work, from their preferences about how they are treated or assigned tasks to how they treat others and approach their responsibilities. The better you understand the different personality types in your office, the more accurately you can tailor your approach to daily operations to the needs of your staff. Understanding workplace personalities and tailoring your approach to each can increase the likelihood of employees staying with your company, thus improving talent retention.
10 Personality Types in the Workplace
There are many personality types among your staff, and each employee possesses unique characteristics that influence their performance.
Using personality categories in the workplace can be an effective way to conduct general assessments of your team members and provide a framework that you can customize to get the best results from each employee.
Here are some of the most common personalities in the workplace:
- The Analyst
An analyst is a meticulous and organized employee who prefers to work within a defined structure. They have determined their best working methods and like to stick to them.
Consistency is important to an analyst, and unannounced changes that disrupt their ideal approach to the day can cause conflict.
When working with an analyst, it is important to discuss any changes to their routine in advance. By notifying them well in advance of any changes to their responsibilities or procedures, you give the analyst time to determine how best to adapt to the changes, minimizing the impact.
- The Ambitious One
An ambitious person is a team member who is usually eager to advance their career as quickly as possible.
This can be beneficial in the office, as they are often willing to take on extra work to make a good impression.
It is important to observe other employees’ reactions to an ambitious person to ensure that they don’t create discomfort among those who might perceive them as overly selfish.
While hiring an ambitious person can be beneficial to the company when they seek advancement ethically, it’s also important to monitor how they try to exceed expectations so they don’t harm other employees, which could lead to conflicts that damage overall productivity.
- The Illusionist
Identifying an illusionist requires diligence and observation of staff, as their goal is to project a desirable personality image.
An illusionist stands out for making their contributions to a project appear greater than they actually are, delegating responsibilities to others and looking for shortcuts in their own work, only to then take credit for the final product.
Having an illusionist on staff can negatively affect morale, as other employees may have to work harder to take on the additional work.
By monitoring each employee’s work, you can identify when a team member isn’t doing their fair share and is trying to hide it. By addressing this situation and improving their performance, or even letting them go, overall staff satisfaction can be maintained and performance levels raised.
- The Individualist
Individualists perform at their best when given the freedom to carry out a project on their own.
Even when working in a team, they typically prefer to manage their specific responsibilities in their own way.
They also tend to prefer a hands-off management style that allows them to work as they see fit and be evaluated based on results.
An individualist who understands how they work best can be an invaluable asset to a company, delivering high-quality work without requiring too much time from management.
If an employee prefers to work alone, but their results fall short of standards, you can offer them closer supervision or the opportunity to work alongside a more experienced staff member to help them develop their skills until they can meet standards using their preferred method.
- The Motivator
A motivator is a highly energetic employee who is often seen as a leader. They believe in pushing themselves and others to achieve as much work as possible. Sometimes, this can lead the motivator to overstep boundaries and offer motivation that the recipient didn’t request and doesn’t find helpful.
It’s important to manage a motivator carefully, but they can be extremely useful.
While it’s important to ensure that other employees don’t feel pressured too far outside their comfort zone, the motivator can be helpful in increasing the productivity of their colleagues.
- The People-pleaser
A people-pleaser prioritizes being liked by as many people as possible.
In the workplace, this can mean that the people-pleaser helps others regardless of their own workload.
While this can be beneficial, as it fosters positive relationships and allows them to help other colleagues, it can also be detrimental if they take on too many responsibilities, are overly insistent when colleagues don’t need help, or avoid addressing a problem for fear of causing controversy.
It’s important to observe how a people-pleaser interacts with the rest of the staff. If there are potential problems you’re unwilling to address for fear of upsetting another employee, this can allow the problem to escalate.
If you notice a people-pleaser taking on too much responsibility or encroaching on another employee’s comfort zone while trying to help, a private conversation explaining why they should be less intrusive can keep everyone happy.
- The Perfectionist
Perfectionists always strive to deliver the best possible work. This often means great attention to detail and the ability to deliver impressive final products.
However, focusing too much on perfection can lead to delays if their time management isn’t excellent, and their high standards can also create discomfort for the rest of the team if the perfectionist interferes with their colleagues’ work and responsibilities.
When you have a perfectionist on your team, it’s important to supervise them to ensure they don’t put unnecessary pressure on themselves or others.
Offering positive reinforcement on projects can help a perfectionist feel more at ease, but it may be necessary to directly address the importance of understanding when a project doesn’t need more work to help them find an ideal balance between quality and speed.
- The Star Player
A star player is an employee who loves being the center of attention in the office.
They tend to be very talkative and don’t hesitate to highlight their contributions when discussing a project. They will often try to draw attention to themselves in informal conversations.
The artist may be one of the most popular members of the team, as they are usually very sociable; however, their personality and talkativeness can be uncomfortable for some colleagues.
As long as they maintain good relationships with other employees, they don’t need specific instructions regarding their extroversion.
If their actions create tension among the rest of the staff, you can talk to them about showing more restraint.
- The Worryer
If there is a worrier in your office, you will recognize them as someone who often appears anxious about the work they do. They need constant reassurance to ensure they are meeting expectations and delivering satisfactory results.
When you identify a potential worrier on your team, it is important to work on building their confidence.
As a worrier reduces their anxiety, they can become more independent and produce higher-quality work without questioning their actions. 10. The Employee Who Seeks Support from Superiors
An employee who seeks support from superiors exhibits atypical behavior when interacting with higher-ranking staff, compared to peers or lower-ranking employees. When speaking with management, they behave in a people-pleaser manner, while with other team members they may resemble a motivator or perfectionist, frequently offering advice and criticism.
Often, this type of employee can negatively impact staff morale, as colleagues may feel mistreated while simultaneously seeking preferential treatment.
If you notice someone seeking support from superiors, it is important to speak with them immediately to correct their behavior and emphasize the importance of mutual respect.
The 8 Most Important Personality Types Every Manager Needs (on Their Team)
The following contribution comes from the Bitrix24 portal, which describes itself as follows: The story goes back to the late 2000s. After its initial development, coinciding with the launch of the iPhone 4, we decided to create a platform for internal communication and collaboration at Bitrix24. Our productivity increased almost immediately, and the entire team liked the new approach.
A year later, we thought, “We have a fantastic CRM that we offer our clients, so why not integrate it with the online collaboration platform we use internally?” The idea was very well received, and the first beta tests yielded very promising results, which prompted us to dedicate ourselves to the product full-time and finally launch it to the public in April 2012.
Authorship by the team.
As a manager, creating a balanced team should be one of your top priorities. With the right mix of personalities, you can cover all areas, from planning and execution to vision and design.
When you hear the term «personality types,» you probably immediately think of the Myers-Briggs Type Indicator.
But let’s be honest, it’s not an exact science. Instead, we’ll focus more on practical traits and the roles that best suit them.
With the right mix of personalities in team members and the right roles, you can start developing team behavior that leads to success.
Frequently Asked Questions
How many personality types are there?
According to the Myers-Briggs Type Indicator, there are 16 personality types, but following the theory too rigidly can obscure the obvious.
Eight of the most important types for business are:
– Leaders
– Planners
– Communicators
– Team Players
– Experts
– Creatives
– Innovators
– Pragmatists
How do different personality types help businesses?
While it’s important for the team to pursue the same goals, having a variety of personalities provides a more holistic perspective for each project.
How do companies work with different personalities?
One of the most common ways companies work with different personality types is through Scrum teams.
A Scrum team is made up of members from different departments who collaborate to find unique solutions to complex problems.
How can I positively influence team behavior?
As a manager, you can influence the behavior of your entire team by identifying each personality’s strengths and assigning them tasks they feel comfortable with. Incorporate extroverted individuals who foster team cohesion, and you’ll notice a significant improvement in their behavior.
- The Leader
Your leader doesn’t need to be an expert in any specific field. Their primary role is to drive progress. Leaders have a clear vision of what the final project should look like and use their problem-solving skills to address any issues that arise.
- The Leader Leaders possess a team-oriented personality and almost always hold management positions. They don’t get involved in the details of each individual task, but they tend to mentor their team members, motivating them to meet deadlines and improve both professionally and personally.
Your leaders must be able to make confident decisions, keeping the overall goal in mind, which can sometimes lead to conflict within the team. For this reason, leaders must be mediators. After earning the respect of their team, they must be able to maintain impartiality and composure during difficult times, finding solutions that benefit the project as a whole.
In short, leadership skills should encompass aspects of each of the other personality types.
For example, they need to have a good understanding, though not necessarily be experts, of the team’s objective and be able to plan a project, albeit not with exhaustive detail.
This essentially makes them generalists by nature, but their vision and influence make them a vital part of any team.
- The Planner
The planner is a perfectionist who leaves nothing to chance and brings structure to teamwork. They are meticulous with budgets and deadlines and quickly point out when a new idea doesn’t fit the scope. However, this isn’t a bad thing; it’s much better to spend time discussing ideas that are viable.
Planners are proficient with project management tools and can accurately create a task roadmap for the duration of a project.
The best planners also consider each team member’s workload and assign tasks in a way that shares responsibility equitably.
They are interested in every detail to turn assumptions into data-driven estimates and take pride in their work. However, this highly precise approach can often go hand in hand with a limited view of the bigger picture. Make sure your leader reviews their ideas before sharing them with the entire team.
During the project, their focus on punctuality can lead to frustration when deadlines are missed, and it’s the leader’s responsibility to channel this frustration into motivating the team.
When reviewing projects, the planner will look for ways to improve in the future and identify areas where they underestimated their capabilities. Their analysis of past performance will be crucial for the team’s continuous improvement.
- The Communicator
Let your technicians focus on what they do best and make the communicator the face of the team. This is the person you send to meet with new clients, speak at press conferences, and lead presentations. They don’t need to be a specialist in their field, but if they lack a solid general knowledge base, their lack of experience will soon become apparent. Due to their extroverted and results-oriented nature, communicators often spend more time making friends than learning their lines, so be sure to conduct some dress rehearsals before they enter the workforce.
But communicators aren’t only useful in an external role. They can be just as valuable in the office, handling announcements, interdepartmental collaboration, and being the voice of your social events.
Similarly, if you need someone to take notes in meetings, look no further. They can quickly synthesize their notes into a concise report and send it to all attendees.
To give them the best foundation to work from, ensure they master all communication tools.
This will allow them to develop their full talent, but, as with innovators and creatives, it’s best to provide them with a suitable framework.
- The Team Player
Team players are positive-minded individuals who form the backbone of your department. They aren’t necessarily the type of people who come up with revolutionary ideas, but you can trust them to give their all to implement any project.
These profiles are essential when you need help. They’re the sales specialist who will collaborate with copywriting or the finance expert who will have no problem helping with strategic marketing. They tend to be versatile and often share qualities with innovators, with enthusiasm being a key trait.
While your leaders, experts, and planners may consider their own role paramount,
a team player puts their ego aside and prioritizes the team’s overall goals.
They are typically results-oriented, and you can trust them to get things done without asking too many questions.
Be sure to prioritize their work and give them clear instructions; this way, you can trust them to deliver.
Team players go beyond simply completing tasks that others would rather avoid. Their enthusiasm is contagious and creates excellent team spirit. They are also diplomatic, so when tensions arise, you can count on them to step in and calm things down.
- The Expert
In the context of personality types, experts are single-minded individuals who focus all their energy on one objective.
PhD students are a classic example: they delve deeply into a specific area.
Sectors like AI and healthcare urgently need experts, as these pioneering fields are at the forefront of human knowledge. They are a playground for experts who can develop their intellectual capacity and delve into the finer details of their specialty.
Despite the value they bring, experts don’t necessarily have to be key team members. They could even play a consultant role, participating in meetings only when necessary.
However, they provide essential information that will guide your project and inspiration that others can draw upon.
Experts prove their worth when working in specific areas, from fintech and AI to specialized construction projects or even a diet food restaurant. If you have a part-time expert, your leader should prepare questions in advance to make the most of their time.
- The Creative
While your expert, planner, and team member can create coherent content, the creative is the one who brings it to life.
Think proposals, presentations, advertising, and much more. They complement innovators well, as both personality types seek to break with tradition and find new and exciting ways of doing things. Creative profiles won’t be heavily involved in strategic thinking or the overall planning of your projects, but they excel at creating social media content, offline designs, and websites. They might be the creators of your brand’s style guide, colors, and typography, but remember, we’re talking about personalities: you’ll find them everywhere, from the Marketing team to the Human Resources department. Often, the thinking styles of creatives and innovators overlap, meaning their input can be incredibly valuable. Keep this in mind when you find yourself in challenging situations without a clear solution.
The members of your creative team are usually extroverted and don’t tend to be the best leaders, so set the parameters, give clear instructions, and let them work.
- The Innovator
As Bill Gates famously said, «I prefer a lazy person to a difficult job. Because a lazy person will find the easiest way to do it.»
More than lazy, your innovator could be considered a «tech enthusiast,» as they will always look for the simplest solution, which is a valuable contribution to any project, especially when things get complicated.
An innovator often dedicates their free time to finding shortcuts, implementing new practices, and adopting new tools.
Their innate curiosity can lead them to explore complex topics, but if guided correctly, they become an excellent team member.
Turn to your innovator when you need inspiration or when you’re stuck looking for a solution; they’re sure to have an idea in mind.
If not, with clear guidance, you can give them the freedom to thoroughly explore new ways to improve. They are usually up-to-date on the latest productivity trends, and best practices are very easy for them to understand.
- The Pragmatist
Possibly the opposite of the innovator, the pragmatist thinks rationally and can often stifle the innovator’s inspiration. However, they are one of the most important personality types you can have on your team.
Yes, they prioritize rules and regulations above all else and certainly don’t let their imaginations run wild. But if you channel their talent correctly, they can save you trouble as your projects progress.
Pragmatists prove their worth by contributing to risk management. They often have a legal or financial mindset that detects problems when plans deviate too much from the norm. Sure, it’s not as exciting as the creative freedom of an innovator, but encountering legal issues in the middle of a project is much less pleasant.
If you include a pragmatist among your team members, you can rest assured that regulatory compliance is under control. They will detect any irregularities, allowing you to save time on unintentionally risky business deals.
As a manager, it’s unavoidable; you simply have to work with different personality types, and there’s nothing wrong with that.
You’ve probably already started identifying these traits in your team, and we hope this list helps you see how to turn each attitude into a virtue that benefits the entire team.
So, when you and your HR department are looking for new employees, don’t forget to consider both their personality and their technical skills.
For example, it’s not advisable to have too many different personalities managing teams, as they could clash. Similarly, it’s not viable to have a team full of creatives without clear direction.
Once you’ve built your team, it’s time to get the tools that will allow them to shine. Bitrix24 is different from other online business tools. Instead of focusing on a single function, it offers you a quality platform that meets the needs of everyone in your company.
Over 10 million teams already use Bitrix24 for all their business processes, so why not sign up and try it out?
7 Personality Types That Make a Balanced Team
The following contribution comes from the Tempo portal, which defines itself as: Modular, flexible, and reliable.
We exist to help your teams find their rhythm. This means providing them with the necessary tools to meet deadlines, stay on budget, and stay on track for all their projects.
Author: Team
Working as a team can be both stimulating and challenging.
In addition to the chemistry between personalities and work styles that influence group dynamics, there’s also the issue of territory. We don’t want to sound exaggerated, but humans are territorial beings.
In the business world, this means that when individual roles and responsibilities aren’t well-defined, people get irritated, team dynamics become unstable, and the project suffers.
The most popular theories state that a high-performing team is composed of both well-defined roles and a diversity of personalities. Here’s a guide to 7 personality types that make a successful team.
The Leader
General advice: Before starting any project, it’s essential to have an established leader.
This person is responsible for mediating conflicts, facilitating communication among team members, and keeping everyone focused on the goal.
The leader will schedule and guide the meetings, but that doesn’t mean being the only speaker or running every meeting. A good leader knows how to delegate and let go.
Leadership qualities can be recognized in people with strong communication skills, a clear and broad vision of the project’s end result, and the ability to motivate others.
The Team Player
Team players are identified by their enthusiasm for working together for a common good. They are usually willing to help, compromise, and are diplomatic.
They may not be the most proactive, but you can rely on them to complete tasks and resolve conflicts calmly (they’re like the glue of the group). This profile doesn’t exclude other roles from being good team players, but the team player archetype values camaraderie and group success over individual achievement.
The Researcher
Researchers—present in sales, IT, support, marketing, content, etc.—always ask questions and seek their own answers.
If you need more information to complete your project, it’s essential to have a good researcher who can obtain it. Their special talent: researchers ask the key questions that are often overlooked and that can prevent future obstacles.
This insightful researcher knows the fastest way to access the best resources and is the one everyone turns to with the most complex questions.
The Expert
Most projects, especially in technology, require a subject matter expert. This person possesses in-depth knowledge of the area your project covers.
For example, if you’re part of the marketing team of a group developing new mobile software, you need a developer to explain the technical details and necessary offers, and to ensure you accurately represent the product in your messaging. Depending on the ultimate goal, you might want to hire experts to contribute to the project.
The Planner
Planners are people with great innate motivation.
They are passionate about organizing processes and bringing order to their environment (excellent news for those who work with them).
Don’t worry about them trying to please others; they are more dedicated to making decisions that benefit the project than to gaining popularity.
If you have a natural planner on your team, you can trust that their skills will guarantee the project is delivered on time. They love lists, diagrams, and calendars.
They are punctual, anticipate unforeseen events, and usually have strategies to improve processes or increase team efficiency.
The Creative
Creative people tend to immerse themselves in their world of imagination, problem-solving, and conceptualization.
They may not always be the clearest, most diplomatic, or best-delivered communicators, but if you combine them with an expert planner, the result will be extraordinary!
These creative types aren’t only found in departments like art and copywriting; they can be in accounting, sales, or any other field. Every team benefits from a creative thinker, someone who can contribute innovative ideas and solutions that make the team’s work stand out.
To identify a creative, look for the original thinker, the person willing to challenge the status quo and find a new approach to a long-standing goal.
The Communicator
Communicators are often thought of as salespeople, marketers, copywriters, and leaders. These are all communication-related jobs. We’re referring to natural communicators, not just talkers (although that’s often part of the package), but people with a natural inclination to connect with others and share information with the entire team.
Communicators are also good at persuading almost anyone to join in and provide the team with the help it needs. Your communicator might be the person with the longest contact list who knows someone for practically anything you need.
Teams aren’t perfect universes, and we don’t always have the opportunity to work in a group that has a member of each of these personality types. However, recognizing people’s strengths (whether in your current team or when interviewing potential candidates) is a valuable first step in creating a balanced team.
The 6 Most Common Leadership Styles and How to Find Yours
The following contribution comes from the IMD portal, which defines itself as follows: IMD Business School is an independent academic institution with close ties to the business world and a strong focus on impact. Through our world-leading executive education—the Master of Business Administration (MBA), the Executive MBA, and Solutions for Organizations—we help leaders and policymakers manage complexity and change. At IMD, you can develop your strategic thinking skills by learning alongside senior leaders from around the world, with the inspiring backdrop of the Swiss Alps.
Authorship by the team.
Leadership, in itself, is a flexible principle. Generally, most leaders adapt their leadership style to the situation. This becomes more pronounced over time, as they adapt their style as they learn and interact with their employees.
To be a more successful leader, it is essential to understand your own leadership style.
In this article, we will answer the question, «What is a leadership style?» We will analyze six of the most common leadership styles and their effectiveness.
The six most common leadership styles are:
– Transformational Leadership
– Delegative Leadership
– Authoritarian Leadership
– Transactional Leadership
– Participative Leadership
– Servant Leadership
What is a leadership style?
A leadership style refers to the methods, characteristics, and behaviors a leader uses to direct, motivate, and manage their teams.
A leader’s style is defined by various factors, such as personality, values, skills, and experience, and can have a significant impact on their management effectiveness.
Understanding your leadership style is fundamental, as it influences every aspect of your management, from daily interactions with team members to crucial decision-making moments.
Research consistently shows that leaders who know their style and can articulate their approach are more effective at building trust, boosting performance, and creating positive organizational cultures. A leadership style also determines how leaders develop their strategy, implement plans, and respond to change, managing stakeholder expectations and the well-being of their team.
It affects how you communicate expectations, provide feedback, manage conflict, and inspire others to achieve common goals.
Your leadership style also influences how you delegate responsibilities, make decisions under pressure, and adapt to different team dynamics and organizational contexts.
In many cases, leaders express a wide range of leadership styles and will likely adapt them depending on the situation. However, a leader usually has a predominant style that they tend to express most often; this is known as their natural leadership style.
The most effective leaders develop what researchers call «leadership agility»: the ability to recognize when their natural style is not the best fit for a particular situation and consciously modify their approach. This flexibility allows them to meet the needs of their team while remaining true to their core leadership values.
The key is not finding the “perfect” leadership style, but understanding your own natural tendencies,
recognizing your strengths and limitations, and developing the skills to adapt when circumstances require a different approach.
Why is it important to know your own leadership style?
As a leader, understanding your leadership style is a crucial component of your success. By understanding your own leadership style, you can determine how it affects those you directly influence. It also helps you identify your leadership strengths and define which leadership skills you need to develop.
Some leaders can already categorize their current leadership style, recognizing whether it makes them effective or how their employees perceive them. But it isn’t always so clear-cut. Generally, leaders can categorize their style; however, they often exhibit traits of many other leadership styles.
Receiving detailed feedback is a simple way to learn about your leadership style. Asking those you lead to give you open and honest feedback is a useful exercise. This will allow you to adapt the characteristics of your style to your daily responsibilities as a leader.
Deciphering Team Dynamics and Inspiring Peak Performance
IMD’s People Mobilization program invites you to participate in hands-on leadership labs that will allow you to discover who you are, how you lead, and how you can motivate your team around common goals.
Discover the program
- Transformational Leadership
We’ve probably all been in a group situation where someone took charge, communicating with the group and creating a shared vision. Building unity, developing connections, generating energy, and inspiring passion. This person is likely considered a transformational leader.
Transformational leadership is a leadership style that emphasizes change and transformation. Leaders who adopt this approach strive to inspire their followers to achieve more than they ever thought possible, unlocking their potential. This type of leadership can be highly effective in organizations seeking to make significant changes or transformations.
Some of the key characteristics of transformational leadership include:
A focus on the future: Transformational leaders always look ahead and think about what needs to be done to achieve the organization’s goals. They inspire their followers to do the same.
A focus on change: Transformational leaders are comfortable with change and understand that it is necessary for the organization’s success. They strive to ensure that their followers are also comfortable with change and can adapt to it.
People-centered approach: Transformational leaders see the potential in each of their followers. They are dedicated to developing their followers’ individual strengths and skills so they can reach their full potential.
- Delegative Leadership: Often referred to as «laissez-faire,» the delegative leadership style focuses on delegating initiative to team members. It is generally known as one of the least intrusive forms of leadership; this translates to «let them do it.» Therefore, it is considered a very non-interventionist leadership style.
Leaders who adopt this style trust their employees and rely on them to get the job done. They do not micromanage or get overly involved in providing feedback or guidance. Instead, delegative leaders allow employees to use their creativity, resources, and experience to achieve their goals.
This can be a successful leadership strategy if team members are competent and take ownership of their work. However, delegative leadership can also generate disagreements among team members and cause divisions within the group.
It can be difficult for new employees to adapt to this leadership style, as well as for other staff members to understand who is in charge and responsible for the results. Therefore, this leadership style should be carefully monitored.
- Authoritative Leadership
Authoritative leaders are often called visionaries. Those who adopt this style consider themselves mentors to their followers. Unlike authoritarian leadership, authoritative leadership emphasizes a «follow me» approach. In this way, leaders set the course and encourage those around them to follow it.
Leaders who exhibit authoritative traits tend to motivate and inspire those around them. They provide overall direction and offer their teams guidance, feedback, and motivation. This fosters a sense of accomplishment.
The authoritative leadership style relies heavily on knowing each team member. This allows the leader to provide more personalized guidance and feedback, helping people achieve success. This means that authoritative leaders must be able to adapt, especially as their team grows.
Authoritative leadership is very hands-on, but leaders must be careful not to micromanage. This is a tendency inherent in this style, which can be overwhelming for team members and breed resentment.
How to foster an inclusive and equitable work environment?
Do you want to lead more effectively in today’s work environment? Learn how inclusive leadership helps you create diverse teams, foster a sense of belonging, and boost performance.
- Transactional Leadership
Transactional leadership, also known as managerial leadership, is a leadership style based on rewards and punishments. This leadership style emphasizes structure, assuming that people may lack the motivation to complete their tasks.
With this reward-based system, a leader sets clear goals or tasks for the team. Leaders also clarify how their teams will be rewarded (or penalized) for their work. Rewards can take many forms, but they generally involve financial compensation, such as a salary or bonus.
This «give and take» leadership style focuses more on efficiently following established routines and procedures than on implementing transformative organizational changes.
Transactional leadership establishes roles and responsibilities for each employee. However, it can lead to diminishing returns if employees are constantly aware of the value of their efforts. Therefore, incentives should be aligned with the company’s objectives and complemented by gestures of recognition.
- Participative Leadership
Sometimes called democratic leadership, participative leadership is a style that encourages leaders to listen to their employees and involve them in decision-making. This style requires leaders to be inclusive, possess good communication skills, and, crucially, know how to share power and responsibility.
When a leader adopts a participative leadership style, they foster collaboration through accountability. This typically leads to a collective team effort to identify problems and develop solutions, rather than assigning blame.
Historically, this leadership style has been common and used by many leaders in various organizations. However, as work habits have changed (accelerated by the COVID-19 pandemic) and teams have become more decentralized, this style has become more complex.
Spontaneous, open, and honest communication is often associated with a participative leadership style. Remote work or virtual teams can make it particularly difficult to maintain.
Participative leadership is often preferred because it helps build trust with employees. It empowers them and encourages them to share their ideas on essential matters, thus demonstrating their value to the team.
- Servant Leadership
Servant leadership is a leadership style that prioritizes the needs of others. It emphasizes building strong relationships with those around you and focuses on enabling them to reach their full potential. As a leader, it requires understanding the people you work with and developing their skills, while also setting a good example and understanding their personal goals.
Essentially, servant leadership is based on ethical decision-making; those who follow this model are more likely to make decisions based on what is best for everyone involved, rather than benefiting only a few. This approach fosters an environment where creativity and problem-solving flourish, as team members feel empowered to suggest new solutions and build upon each other’s ideas.
Furthermore, following the principles of servant leadership can improve communication among all parties involved, from senior management to frontline employees.
By considering the opinions of their subordinates, leaders can prevent potential conflicts, maintaining healthy relationships and a harmonious work environment.
Ultimately, these qualities help create a greater sense of loyalty among team members, which, in turn, leads to greater overall productivity.
Tips for Finding Your Leadership Style
Self-awareness drives leadership effectiveness. Start by honestly assessing how your current approach affects your team’s performance and morale. Since most leaders combine several styles rather than fitting neatly into a single category, focus on identifying your dominant tendencies and how you adapt them to different situations.
Actively seek feedback from team members, peers, and supervisors to gain external perspectives on your leadership approach.
This information often reveals blind spots and helps you understand the difference between the intended impact and the actual effect. Consider using structured feedback tools, such as 360-degree evaluations or regular one-on-one conversations where you specifically ask about your effectiveness as a leader.
Remember that understanding your leadership style is just the starting point. Use this information to deliberately strengthen your natural leadership strengths while developing skills in areas where your effectiveness may be weaker. The most successful leaders remain flexible and adapt their approach based on the needs of their team, the organizational context, and the specific situations they face.
Do teams function better with different or similar personalities?
The following contribution comes from the “DISC Profile” portal, which defines itself as follows: What is DiSC? DiSC is the best-selling and most objective personality and behavioral assessment, used by more than one million people each year to improve teamwork, communication, and productivity.
It is authored by Avery Harris-Gray, based in New York. She has been writing about Everything DiSC and The Five Behaviors since 2020. Leadership style: humble. Emotional intelligence mindset: calm.
We are often asked: Is it better for teams to have different personality types or for most to be the same type?
The answer: A team can succeed with or without a mix of personality styles. More important than the mix of personalities on teams is understanding the dynamics of styles within the team.
Key points: When one style predominates:
It may be easier to coordinate group work behaviors, but the team must be careful not to overlook other approaches.
When two styles predominate: The team can enjoy productive conflict, but may also face conflicting priorities.
When teams have a mix of styles: Team members bring complementary strengths, but each may be working in a different direction.
When there are atypical personalities on a team: These individuals bring fresh and valuable perspectives, but may feel undervalued. Cohesive teams are essential to the success of any organization. A Wiley study revealed that employees spend an average of 7 hours per week dealing with the consequences of poor teamwork. That’s equivalent to 2 months a year, or $1 trillion in the United States alone!
The diversity of personalities on a team influences the daily experience of its members,
as well as the team’s effectiveness and morale. The same Wiley study showed that 63% of employees believe their job satisfaction would improve if their colleagues were better teammates.
Anyone who is part of or manages a team should review the scientific information on personality traits and how they influence teamwork. The science of personality is present in every team interaction, even without us realizing it.
Do teams need a combination of personality types to succeed?
A balanced team can be composed of a single style or different styles, as long as they work to overcome their challenges rather than focusing solely on their strengths.
Considerations for Teams with Similar Personality Styles
Teams with several members who have similar personalities should consider the following:
Strengths: Teams with similar personalities can work together easily because they start from shared assumptions. Depending on the predominant style, they can find efficiency, harmony, and natural camaraderie.
Challenges: Too much similarity can create blind spots. For example, if everyone prefers to avoid risks, the team may have difficulty innovating. Or if everyone is very assertive, conflict can escalate quickly. Homogeneous teams should also be aware of groupthink.
When D-Style People Predominate
In a D-style group, you’ll find a results-oriented environment that makes decisions without delay. However, this group style can discourage teamwork in favor of competition.
When i-Style People Predominate
An i-style group is collaborative and dynamic. These groups can minimize risks or escalating conflicts and frequently change course.
What’s Your Style?
When S-Style People Predominate
Groups with a majority of S-style members are cooperative and loyal. They provide a stable and relaxed environment. They may have difficulty making decisions or driving change.
When C-Style People Predominate
C-style groups are typically reliable and precise. They value logical processes and doing things correctly. They may miss opportunities by being overly cautious.
Considerations for Teams with Diverse Personality Styles
The diversity of personalities on a team offers many benefits. When team members are fairly evenly distributed across different personality types, they benefit from complementary strengths.
However, they can struggle when everyone pulls in different directions or when like-minded individuals form factions. When working with diverse personality types, it’s important for all team members to remain open to different perspectives.
Strengths: Innovative ideas, multiple approaches to problem-solving, and control mechanisms. For example, a cautious and analytical team member might spot risks that a more dynamic and optimistic member could overlook.
Challenges: Communication breakdowns that slow down work, lack of cohesion, and difficulty defining team norms.
When teams with a mix of styles succeed,
it’s because they have integrated diverse perspectives and created an environment of psychological safety.
Without proper management, personality diversity can lead to frustration rather than synergy. The value lies in teams learning to respect and leverage these differences. Considerations for groups with atypical style individuals:
Some groups have one or two people whose style differs from the majority. These individuals bring important balance and perspective to the group. However, both group members and leaders should encourage the inclusion of their perspectives.
These employees may feel that others don’t value their approaches. Or, they may doubt their instincts because they don’t represent the common mindset.
A personality assessment like Everything DiSC Workplace® can be helpful in visualizing and analyzing this experience.
Strengths: Having someone who questions assumptions and avoids groupthink, and who can contribute new skills or trends.
Challenges: The group may not adequately value the perspectives of those with an atypical style. These individuals may experience frustration and burnout from always having to be the representatives of their style.
One of my first experiences with DiSC was in a small team. When we got the results, we saw that most of us were clustered on the DiSC map. However, one colleague, L, was quite distant, on the other side of the circle. It was a real eye-opener for us. We often felt that L interpreted conversations differently than the group as a whole.
The group had developed communication norms that relied heavily on unspoken understandings. We assumed we had the same instincts for making decisions. But L didn’t share these assumptions, and her instincts were different. It was very helpful to visualize our personality types. Once we read about the value of L’s style and the blind spots in the group’s dominant style, we found ways to communicate that worked well for everyone.
A balanced team can have one style or several, as long as they work to overcome their challenges rather than focusing solely on their strengths.
Tips for Working with Teammates with Different Personality Styles
Personality differences can manifest in everything from communication style to decision-making pace. Working effectively with colleagues who think and act differently doesn’t mean ignoring those differences, but rather learning to adapt and find common ground.
Adjust Your Communication Style
Research on interpersonal effectiveness suggests that people respond better when communication is tailored to their preferences. For example, a detail-oriented teammate might prefer written documentation and step-by-step clarity, while someone with a broader perspective might prefer a brief brainstorming session. Tailoring how you present information can reduce friction and build trust.
Practice Active Listening and Empathy
When personalities clash, misunderstandings often arise from assumptions rather than actual conflicts of goals. Take the time to ask clarifying questions, such as, “Could you tell me more about what’s important to you here?” This shows respect and helps uncover common interests. Start with curiosity rather than making assumptions.
Find complementary strengths.
Instead of focusing on how a colleague’s style frustrates you, look for how it complements yours. A cautious, risk-averse colleague might slow you down, but they also help you avoid costly mistakes. Similarly, an assertive colleague can push you out of your comfort zone in ways that accelerate your growth.
Use frameworks to build a common language.
Personality assessments like DiSC can provide a common language for differences. When team members can say, “I tend to make decisions quickly because I have a D style” or “I prefer to reach consensus as an S style person,” conflicts are depersonalized, and it becomes easier to discuss differences.
However, team members should be careful not to use personality style as an excuse for bad behavior or a way to avoid certain tasks. The idea that “I shouldn’t have to manage the budget spreadsheet because I have an introverted thinking style” is not a mindset that Everything DiSC recommends.
The DiSC model is based on self-awareness to develop as a well-rounded individual capable of adapting to different perspectives when necessary. The common language of DiSC provides team members with a framework for holding each other accountable and motivating them to develop skills beyond their comfort zone.
Agreeing on team norms
Teams that establish explicit norms for communication, feedback, and conflict resolution are better prepared to deal with personality clashes. For example, agreeing that “we will always give feedback within 48 hours” or “we will rotate who leads the meetings” can prevent one style from dominating.
Cultivate patience and flexibility
Ultimately, working with different personalities requires a shift in mindset: instead of expecting others to adapt to you, look for areas where you can make an effort to connect with them.
This doesn’t mean changing who you are, but rather making your approach more flexible for the sake of collaboration. Over time, this flexibility becomes a professional advantage, making you more resilient and effective on different teams and with different leaders.
Tips for working with teammates with similar personality styles
At first glance, working with people who share your personality style may seem easy and natural.
You understand each other’s communication habits, align your priorities, and collaboration flows smoothly. But too much similarity can also create blind spots or reinforce habits that aren’t always effective.
Being intentional about how you work with like-minded teammates can help you maximize the benefits and avoid the drawbacks.
Beware of blind spots
When teammates share the same tendencies, they may overlook risks or alternative perspectives. Two highly assertive colleagues might push through decisions without considering their impact on others. Two meticulous teammates might get bogged down perfecting minor details and lose sight of deadlines. Ask yourself: What are we missing by seeing things the same way?
Incorporate outside perspectives.
Even if most of the team shares your style, get used to receiving feedback from people with different approaches.
This might mean consulting your ideas with another department, talking to a more cautious or visionary colleague, or deliberately seeking input from someone who challenges assumptions.
Encourage each other to improve.
Teammates with similar personalities can become an echo chamber if they always reinforce each other’s preferences. Instead, use mutual trust to push each other to grow. For example, two supportive, consensus-seeking teammates might challenge each other to make decisions faster. Or, two visionaries might hold each other accountable for the details of execution.
Stay alert for conflicts. People with similar styles can clash just as much as opposite ones, especially if they’re competing for influence or recognition. Two dominant personalities might clash over leadership positions, while two people-pleasers might frustrate each other by avoiding difficult conversations. Recognizing this dynamic early on can help you manage it more calmly.
Balance comfort with curiosity.
Working with like-minded teammates is comfortable, but comfort can lead to complacency. Make a conscious effort to stay curious by asking questions and exploring other points of view.
So, do teams work best with different personality types or with the same type? The answer isn’t simple. Teams with similar styles can enjoy harmony and efficiency, while teams with diverse personalities often gain creativity and resilience.
What matters most isn’t the combination itself, but how well we understand those differences or similarities.
When team members recognize their own tendencies, respect each other’s approaches, and commit to common goals, any combination of personalities can be a winner. The key to a team’s success lies in fostering self-awareness and creating a space where each style can contribute.
9 Types of People in the Office and How to Create a Productive Work Environment
The following contribution comes from the Flowscape website, which describes itself as follows: The Flowscape story began in the living room of a modest house in Stockholm in late autumn of 2011. Peter Reigo, PhD and Ericsson employee, had the revolutionary vision to create the world’s smartest robotic lawnmower, leveraging high-precision radio positioning technology.
However, it wasn’t until Flowscape began its collaboration with a Nordic partner in 2013 that a different potential emerged. With its cutting-edge technology, Flowscape could optimize workspaces based on activity, allowing office employees to locate and interact with each other more efficiently than ever before.
Authorship by the team
Understanding the unique personalities within a team is key to creating a productive and inspiring workplace. By recognizing these differences, managers can build more effective teams, improve collaboration, and boost overall productivity. This guide explores various personality types and offers insights into how to communicate, lead, and provide a fulfilling work environment that leverages each individual’s strengths.
Every workplace is comprised of a unique mix of personalities, each with distinct skills and experiences. This diversity impacts workplace culture, which directly influences productivity and business success.
Understanding employee personalities is crucial from a management perspective,
as it helps create a more harmonious and dynamic workplace. Managers can build balanced teams by combining complementary traits (strategic thinkers with detail-oriented individuals) to ensure diverse perspectives. By understanding the underlying motivations and perceptions of different personality types, leaders can maintain a positive work culture.
Employees are more likely to stay in a workplace where their personality is respected, their strengths are leveraged, and their needs are met.
This reduces employee turnover and fosters long-term loyalty. Let’s examine the different personality traits in more detail.
Different theories help determine personality types, which influence work roles.
We’ve made it easy for you: Here are 9 types from the Enneagram framework!
The Reformer: What distinguishes the Reformer? It’s not about politics or Pilates! This type of person seeks excellence and has a strong sense of justice. In school, they were probably the one who sat at the front of the class, telling the teacher the lesson was over. Some might even call them perfectionists.
If you want to communicate with a Reformer, our advice is to avoid criticizing them too much, as they are already quite hard on themselves. Make sure not to overload the Reformer with too much work. Let them know that it’s okay to delegate some tasks if they run out of time. A clear structure and detailed explanations will be very helpful.
The Helper: As the name suggests, this person is like the Florence Nightingale (yes, she was a very caring nurse) of the group. Their personality is characterized by a need to feel appreciated and loved by their peers. Besides being attentive and helpful, they may feel pressured to be agreeable at all times. We all need a Helper in the group to strengthen our bonds, but it’s important that they receive regular recognition for their contributions.
The Achiever: If you’ve met someone with a cheerful attitude, a firm handshake, and a decisive mindset, you’ve probably met the Achiever. They’re always busy checking things off their to-do list, and it seems to come very easily to them. The worst thing for the Achiever is being overly controlled and supervised.
The Individualist
No one is an island, but the individualist prefers their own peninsula. As the name suggests, they value working independently. That’s where their best ideas and solutions emerge. For a manager, influencing the individualist can be especially challenging, but if you avoid comparing them to others and integrate them into the team—on their own terms—you’ll have a valuable member.
The Investigator
The investigator is a curious person who seeks to understand what isn’t being said. They like to challenge the status quo and always want to get to the bottom of things before making any decisions. Managers must be prepared to answer all their questions and be receptive to feedback, while guiding them and the rest of the team in the right direction.
The Loyalist
No one is as loyal as this personality type, and they are willing to support and contribute to the company’s success no matter what. On the other hand, this person can be overly self-sacrificing and obsess over negative results. The loyalist deserves less pessimism and needs to feel secure. As their confidence grows, their performance will improve.
The Enthusiast
The Enthusiast is always up for a challenge and handles a variety of tasks with ease. Driven by curiosity, they embrace any new challenge and inspire others in the process. Their fascination with new and exciting ideas often results in unfinished projects, requiring close supervision to ensure completion.
The Challenger
If you’ve encountered a strong personality who isn’t afraid to stand up for their cause, you’ve probably met the Challenger. Dealing with a strong personality can be difficult for both colleagues and managers, but under the right circumstances, the Challenger will thrive. They could also be a good candidate for a leadership position.
The Peacemaker
Every group needs a peacemaker! This personality type is a real asset when heated conflicts need to be resolved and strong relationships built. The Peacemaker, on the other hand, is uncomfortable sharing their opinion when asked, as they fear creating controversy. It’s best to address this privately, where you can share your valuable feedback more comfortably.
How to Lead a Team with Diverse Personalities
As mentioned earlier, a manager must deal with a wide variety of personalities in the office.
This requires some understanding and a particular leadership style to achieve it.
Personalized Communication: Great leaders truly listen. Show your team that you value their input by actively listening: repeat key points to reach understanding, eliminate distractions, and ask thoughtful questions. Tailor your communication style to bring out the best in each team member. Be more specific about how to address both the impetuous Challenger and the humble Reformer.
Create a Positive Environment: Empathy is not a weakness, but a strength that drives positive results. Show genuine interest to establish trust and build stronger relationships. Different personalities can complement each other, and the Helper can collaborate with the eager Loyalist or support a Reformer.
Greater collaboration: Foster a collaborative culture with regular meetings, team celebrations, and shared goals. Strong teamwork leads to better results.
Designing a workspace for everyone: In addition to considering personality traits, creating a workspace that suits different types of people can improve productivity and job satisfaction. The Big Five personality traits offer a broader perspective on how people behave in the workplace:
Openness to experience. Curiosity, imagination, creativity, and openness to new ideas and experiences. Those who score high enjoy exploring new concepts, cultures, and activities, while those who score low prefer routine, familiarity, and practical solutions.
Conscientiousness. Organization, responsibility, self-discipline, and reliability.
Those who score high are hardworking, detail-oriented, and goal-driven. Those who score low are spontaneous, less structured, and may struggle with deadlines.
Extroversion. Sociability, energy, assertiveness, and enthusiasm.
Those who score high are comfortable in social settings, enjoy group activities, and are extroverted. Those who score low prefer solitude or small groups and value quiet environments.
Agreeableness. Compassion, cooperation, trust, and kindness. Those who score high are kind, empathetic, and focused on maintaining harmony. Those who score low are competitive, skeptical, or more self-centered.
Neuroticism. Emotional instability, anxiety, and mood swings.
Those who score high are prone to stress, worry, and emotional fluctuations. Those who score low are calm, resilient, and emotionally stable.
The flexible office unlocks more potential.
Considering all of the above, managing different personalities in the office requires a holistic approach that goes beyond leadership. This is where office design and flexible schedules come into play!
A flexible office gives employees the freedom to choose when, where, and how to work to achieve their goals. By offering a combination of open, closed, and social spaces, each team member can choose their favorite for the day. A social space could be a lounge, and an open space, an office for four people. Improve the work experience by creating an activity-based office, keeping the following in mind:
Introverts are naturally more sensitive to external stimuli, which can make large, open workspaces feel tiring.
To create a more inclusive environment, consider adding private meeting rooms or dedicated workstations. Soundproof panels or fabrics can be used to reduce distracting noise.
By offering a variety of spaces, you’ll give introverted employees the opportunity to recharge and focus privately when needed. On the other hand, ambitious individuals won’t be bothered by this type of work environment and will likely work tirelessly.
Extroverted employees benefit from social interaction throughout the workday,
so social areas and staff break rooms that encourage interaction are essential in any workplace.
They also thrive in shared workspaces, where they can collaborate with colleagues and exchange innovative ideas.
For those with an affable personality who enjoy interacting with colleagues, open-plan workspaces are an excellent option. Informal meeting areas and dedicated brainstorming spaces with inspiration boards can foster creativity and collaboration. A true paradise for the conciliator or the collaborator!
Conscientious people tend to value their personal space more than others and often need a dedicated, semi-private workspace to be productive.
When tasks demand absolute concentration, workstation dividers or furniture that prioritizes privacy can help minimize distractions and promote focus. A perfect option for the individualist! For employees open to new experiences, it’s important to offer spaces that stimulate creativity and visual thinking. A workshop area or brainstorming zone equipped with whiteboards, inspiration boards, projectors, and creative tools can help them bring their ideas to life. The curious researcher will likely enjoy this type of environment.
Flowscape supports the flexible office.
An essential component of the activity-based office is flexible workstation booking. Being able to easily switch between different workspaces is crucial for both office workers and those who work in a hybrid model.
Depending on their task or mood of the day, employees can find the perfect workstation and book it in advance. This option is ideal for those who work in a hybrid model, splitting their time between the peace and comfort of their home office and the dynamic traditional office.
By booking their workstation or meeting room in advance on our intuitive app, employees eliminate all the distractions associated with searching for a workstation or needing to find colleagues during the day. Flowplanner offers a useful overview of room occupancy to avoid overcrowding at certain times of day.
Flexibility combined with structure will appeal to anyone with a Big Five personality type. Depending on your personality type and role, there are numerous opportunities to work at your own pace. Everyone wins.
Invest in flexible solutions and achieve long-term success.
Creating a work environment that accommodates diverse personalities is fundamental to long-term success. By personalizing communication and designing flexible workspaces to suit individual preferences, companies can unlock the full potential of their teams.
Leaders who understand and value the different personality types in their organization are better equipped to inspire loyalty, reduce employee turnover, and boost performance.
Discover the 7 Personality Types in a Team
The following contribution comes from the Sweeney Agency website, which describes itself as follows: Sweeney Agency was founded in 2003 by Derek Sweeney, a veteran of the conference industry, who identified the need for a client-centric speakers bureau that prioritized its clients’ needs.
Sweeney Agency was founded on the premise that our clients’ needs are our top priority. When we opened our doors 20 years ago, we decided not to sign exclusivity agreements with speakers.
Author: Libby Gill – Leadership Expert, Executive Coach, Award-Winning Author
Want to be a better leader? Discover the 7 types of team members so you can better predict and manage group dynamics.
In summary: The 7 personality types on a team
– The Driver
– The Organizer
– The Visionary
– The Skeptic
– The Diplomat
– The Expert
– The Unpredictable
The different personalities that make up every team
Just like people, teams have personalities. While the nature of teams has changed since our tribal hunter-gatherer days, they remain one of our most important social structures.
How we foster hope in our teams can make the difference between fruitful collaboration and frustrating uncertainty.
While you don’t always get to choose your team members, the better you understand the personalities involved, the better you can predict and manage group dynamics.
See if you recognize yourself and your colleagues in the list of team member archetypes below.
Which of these best describes you?
- The Driver. Drivers are the leaders who keep the team focused and moving forward. Often, they are designated leaders, but in horizontal teams or organizations that strive for equality, leaders tend to emerge naturally. If there isn’t a clear leader, one of the team’s first tasks should be to choose someone to lead it. This person will typically be responsible for guiding group discussions, assigning roles, and managing conflicts—in short, keeping the team moving efficiently toward the ultimate goal.
Drivers are characterized by their focus, results orientation, communication skills, and strong opinions.
- The Organizer. With a good organizer on the team, the leader can delegate some administrative tasks. Organizers focus on processes and are usually experts with lists, calendars, and charts. Rather than imposing their will (as some drivers tend to do), they prefer to implement systems to create an environment of order and harmony where everyone can thrive. I’m grateful to have someone like my former assistant, who proudly told me in our first interview, «I live to organize.» It was music to my ears and the beginning of a long and fruitful relationship.
The Organizer. Organizers: process-oriented, detail-oriented, supportive, team-focused.
- The Visionary. Visionaries are the creative engine of the team. Although they may sometimes seem to have their head in the clouds, it is precisely their ability to dream—and dream big—that can bring a revolutionary idea to the team. These creatives are not only found in positions like marketing or design, but in any area. Learn to tolerate their fantasies, encourage them to express their ideas, and you will discover that they are full of innovative solutions for processes and people that can help solve even the most complex problems.
Visionaries: creative, globally minded, imaginative, future-oriented.
- The Pessimist. Nonconformists in the corporate world have a bad reputation for being negative. But, in reality, that is their advantage. If you can tolerate the sometimes grumpy nature of the Skeptics, you will discover that their innovative perspective can bring an enormous amount of innovation to the group. Accept their disruptive attitudes, listen to their original ideas, adopt their sometimes unconventional methods, and you may find a treasure.
Skeptics: disruptive, innovative, challenging, creative people.
- The Diplomat. Like the Organizer, the Diplomat focuses on the common good. Diplomats are excellent at building relationships and working in teams, able to calm tempers and bring out the best in others. They may not always like to lead, but they will gladly share their ideas and encourage others to participate. Respect their emotional nature, value their composure, and you will have a connector who can motivate the team even in the most difficult times.
Diplomats: relationship-oriented, harmonious, influential, bridge builders.
- The Expert. While all team members should have skills that allow them to contribute to problem-solving and the growth of the organization (except the Wildcard), there must be at least one person with in-depth knowledge of the subject. The Expert is the person to turn to for help with the problem at hand, a skilled researcher, and someone who can ask and answer questions no one else has thought of. Value them.
Experts: knowledgeable, research experts, informed, decisive.
- The Wild Card. Not every team needs a wild card—someone from a completely different discipline who doesn’t usually interact with the group. But by bringing a wild card onto the team, or even in occasional meetings, especially brainstorming sessions where all ideas are welcome, pleasant surprises can emerge. New people in the organization or business unit often make excellent wild cards, bringing fresh perspectives and competitive insights that can be invaluable.
Wild Cards: innovative thinkers, challengers, information seekers, creatives.
Fun Challenge Exercise
Ideally, by having a mix of personalities, you reap the benefits of different skill sets, depth and type of experience, and temperaments. Ask your team to identify their personality types and analyze how the group might function, whether harmoniously or in conflict. By bringing differences to the table for discussion, you not only build trust and good relationships, but you also transform «otherness» into a positive asset for the entire team, rather than a source of isolation. Go team!
CEO Who Interviewed 30,000 People: 6 Work Personality Types and the Best Careers for Each
The following contribution comes from CNBC’s Make It portal, which describes itself as a financial wellness publication offering practical advice and inspiring stories.
Our goal is to help you be smarter and more successful with your money, your work, and your life. Through our articles, newsletters, digital videos, TV shows, events, and online courses, we provide information and inspiration to help you achieve life’s most important milestones: from landing your dream job to starting a business, investing in your future, and buying a home.
This piece is by William Vanderbloemen, author of «Be The Unicorn: 12 Data-Driven Habits That Separate the Best Leaders From the Rest» and founder and CEO of Vanderbloemen Search Group.
What if you could enjoy your work? Not just survive the week, but love what you do. What if you could also excel at your job? Not just competent, but so good it feels natural.
I’m the CEO of an executive search firm, and over the years, we’ve interviewed more than 30,000 people. This has given me a deeper understanding of what typically makes people thrive—or fail—in their careers.
For my latest book, «Work According to Your Nature: 12 Data-Driven Steps to Finding Your Dream Job,» I analyzed job satisfaction and performance data along with personality profiles (DiSC, Enneagram, and our Vander Index) to identify 12 worker types. The patterns showed that people whose jobs align with their type tend to be happier and more successful.
Here are the six most common worker types, along with some of the best and worst careers for each:
- The Fast Worker
If you’re always the first to reply in group chats, tend to actively engage and explore new technologies, and get impatient with people who work more methodically, this might be your type.
Fast workers thrive in environments where they must solve problems quickly, overcome obstacles, make decisions, and see results. They tend to get frustrated if they feel they don’t have clear goals or if they have to wait for others to choose a direction or take action.
The best careers include: stockbroker, emergency/trauma surgeon, triage nurse, emergency medical technician (EMT), auctioneer, real estate agent/real estate investor, executive assistant, trial lawyer, crisis response specialist, and television producer.
The worst careers include: caregiver for the elderly, teacher, horticulturist, researcher, artist, actuary, and university administrator.
- The Agile Worker
Agile workers perform best when managing multiple projects simultaneously or when their work requires constantly trying new things. They are resilient and see obstacles as learning opportunities. They feel most fulfilled when they can explore and grow, and they feel restricted when they lack autonomy.
The best professions include: residential plumber/electrician, entrepreneur, security guard, copywriter, architect, engineer, pilot, air traffic controller, mechanic, dressmaker/tailor, janitor, event planner, consultant.
The worst professions include: programmer, research assistant, librarian, gardener, bank teller, CAD operator.
- The Planner
My wife makes the grocery list on Sundays. This involves planning meals for the entire week, ensuring we have a balanced and varied diet, and buying only what we need. If you identify with this, you’re probably a Planner.
Planners are forward-thinking, proactive, and meticulous. This helps them mitigate stress and maintain a sense of control amidst chaos. They tend to detest bureaucracy hindering their productivity and shirking responsibilities. The best professions include: wedding planner, tax advisor, teacher, nurse, dentist, patent attorney, cosmetologist, journalist, and orchestra conductor.
The worst careers include: entrepreneur, commission-based salesperson, customer service representative, crisis public relations specialist, web developer, emergency room physician, and hostage negotiator.
- The Purpose-Driven Worker
If your desire to do meaningful work outweighs other considerations, you are probably a purpose-driven worker. They tend to be passionate about their work, altruistic in their desire to contribute to the greater good, and rely on resilience to persevere. They often need this resilience in jobs where they witness tragedies and bear heavy burdens. Like skilled workers, they dislike bureaucracy and can easily resent colleagues who don’t do their part.
The best careers include: lawyer/public defender, nonprofit director, cultural director, funeral director, chaplain, social worker, teacher, career counselor, human resources manager, and financial planner.
The worst careers include: most jobs in health insurance and finance, sales representative, corporate lawyer, advertising executive, telemarketer, politician, and prison officer.
- The Social Worker
If you love throwing parties to see people smile, this is your profile. Social workers are typically extroverted, empathetic, and have great interpersonal skills; they naturally stay in touch and respond to the needs of others. They are strategic, ask good questions, and have excellent memories, or they take notes to remember important details about the people they meet. They generally get frustrated by monotonous or solitary work.
The best careers include: recruiter, stylist, lobbyist, salesperson, publicist, community manager, politician, fundraiser, agent, entrepreneur, and contractor. The worst careers include: accountant, actuary, artist, virtual assistant, editor, web developer, graphic designer, scientific researcher, archivist, and support technician.
- The Self-Aware Worker
Have you ever found yourself on the sidelines at a party, observing what everyone else is doing? Do you enjoy creating or discussing personality profiles? Do you find yourself overthinking things? You might be the Self-Aware type.
They tend to have excellent listening, observation, and emotional intelligence skills, which help them understand and work with others. They may struggle with fully remote work, mixed messages, or situations where they are asked to act against their values.
The best careers include: life coach, yoga instructor, mediator, consultant, salesperson, human resources manager, social worker, project manager, and hostage negotiator.
The worst careers include: computer programmer, judge, civil servant, park ranger, receptionist, and video game designer. William Vanderbloemen is the author of «Be the Unicorn: 12 Data-Driven Habits That Distinguish Top Leaders» and «Work According to Your Nature: 12 Data-Driven Steps to Finding a Job You Love.» He is the founder and CEO of Vanderbloemen Search Group. Follow him on LinkedIn.
Want to be your own boss? Enroll in Smarter by CNBC’s new online course, Make It: How to Start a Business: For Beginner Entrepreneurs. Find a step-by-step guide to launching your first business, from testing your idea to growing your income. Enroll today with coupon code EARLYBIRD and get 30% off the regular course price of $127 (plus tax). Offer valid from September 16 to 30, 2025.