Corporate Training Magazine

Personality Diversity as a Driver of Organizational Success
Vol 3 Issue 5- Sept 2007

By Winston Eche

So much of workplace diversity research and discussion has been spent on cultural and gender factors that the overriding truth about workplace diversity has been lost in the mix: We are all different, and it's not just a matter of race, creed, gender or religion. Personality is a major factor that should be incorporated into a company's diversity strategy.

Whether working in a team, leading a department, or selling a product or service, an individual's behaviors and tendencies are critical to their personal success and the company's overall effectiveness. The way they communicate and persuade can have an ongoing effect on inter-office relationships and either accelerate or derail progress.

With a strong grasp of personality structure, dynamics and development, companies gain a greater understanding of the relationships within the organization and can create an environment that is more harmonious, productive and contributes to a healthier bottom line.

First introduced in 1936, the Big Five (or Five-Factor Model) has grown in popularity with psychologists and workplace behavioralists as a means to differentiate and distill personality factors in order to build a healthy diversity culture in the workplace.. While the five factors form the main infrastructure, more than two dozen different traits are subsumed under them, providing trillions of combinations. The better an organization can identify these traits in their employees and understand how they affect the relationships and group dynamics within the workplace, the more effectively and productively the organization can function.

In their book The Owner's Manual for Personality at Work, Dr. Pierce Howard and Jane Mitchell Howard outlined each of the five factors.

N = Need for Stability
A person's N score estimates the point at which their flight-or-fight response is triggered. Individuals with higher N-scores generally have a shorter fuse and react much sooner and strongly to stress, often appearing anxious, tense, depressed, temperamental or more easily discouraged. That said, they also tend to respond to most situations in an alert, sensitive, concerned, attentive or expressive way. And though high N-scorers commonly need time to vent their frustrations or alleviate their concerns before being ready to tackle the next job challenge, this personality type is well-suited to fill the role of conscience or emotional barometer for the team or organization.

Those with lower N-scores are characterized as more resilient and 'urge-resistant', tending to respond to stressful situations in a calm, secure and rational way. The downside is that these individuals may appear to others as too laid back and relaxed. Others may even perceive them as uncaring, lethargic, insensitive or unaware of problems.

E = Extraversion
A person high in E is more talkative, enthusiastic, sociable, fun-loving and likes to be in the thick of the action. Often becoming the formal or informal leader, extroverts are generally poor listeners and have a tendency to dominate the conversation.

On the other side of the coin is introversion. Characterized as a low E-scorer, this type of individual prefers to be away from noise and stimulation. Introverts are noted for being more serious, quiet, private people who prefer to work alone. They may opt to write or email instead of talking to others. It's also common for introverts to be viewed as loners.

This factor can be particularly problematic in the workplace, because the overall structure and operation of business--and the world in general--is tailored to extroverts. If not understood, the potential value of an introvert's input and insights may be drowned out or outright quashed by the louder voices and more forceful nature of the more-extroverted majority.

One of the best ways to prevent this scenario is to have group members who fall in the mid-range on the E scale. These individuals have the ability to move easily from working with others to working alone and can serve as the link between the two extremes.

O = Originality
An employee's imagination, creativity and openness to new experiences can greatly influence the inner dynamics of the organization, its effectiveness and overall success.

A person high in O can be identified as an explorer. They typically have many broad interests and an appetite for new ideas and activities. Often seen as introspective and reflective, their future-minded nature brings a high level of curiosity and keeps them focused on cutting-edge opportunities and solutions. The downside is that these individuals tend to be easily bored and viewed by others as impractical or unrealistic.

Low O-scorers prefer the comfort of familiar territory and are more practical and down to earth. They approach work with efficiency and are comfortable with repetitive activities, but they may be viewed as too conservative, narrow in their thinking or even rigid. These individuals are more inclined to check their curiosity at the door and leave the creative activities up to others.

A = Accommodation
An individual's A-factor is an estimate of the threshold point where they tire of being defiant and turn to acts of submission. A person high in A tends to accommodate to authority by being tolerant, humble and accepting. Resulting from this, they may come across as naïve, submissive, conflict-averse and even unprincipled because they will yield their position.

A person low in A commonly relates to authority by being skeptical, tough, guarded, persistent and competitive. These individuals tend to cater to their own personal priorities and may come across as hostile, self-centered or combative.

Mid-range A-scorers play a pivotal role in bridging the gap between high- and low-scorers in this category. Because they're more flexible in their ability to shift between competitive and cooperative situations, they're often the ones who are ultimately able to create win-win strategies.

C = Conscientiousness
This personality dimension describes capacity to focus attention on sustained, repetitive, goal-focused behavior. Individuals with a high C-score tend to consolidate energy when accomplishing one or more goals. They work toward goals in a disciplined and dependable fashion, proceeding in a linear, sequential manner with a strong will to achieve.

A person low in C prefers multitasking and a more spontaneous work style. Their approach is more relaxed, spontaneous and open-ended, and their mind can switch tracks on the fly. The negative side of a low C-scorer is the potential of being a procrastinator, viewed as casual about responsibilities or lacking in organization.

Personality and the Nature of Great Leaders
The debate has gone on for centuries as to what comprises leadership and what the nature of a great leader is. In the early sixteenth century, Machiavelli purported that the best leader needs to do whatever it takes to get the job done. If toughness is required, or if a situation calls for tenderness, successful leaders will adapt to succeed. Other, more modern theorists have presented similar views, stating that creative geniuses share a common tendency: they do what it takes to get the job done, even if it requires a behavior that is less than appealing.

Using the personality traits revealed in the Five-Factor Model, it's possible to extrapolate and illustrate the profile of an ideal leader.

The natural leader defined in Big Five terms is resilient (N-); energetic, outgoing and persuasive (E+); visionary (O+); competitive (A-); and dedicated to a goal (C+). That said, it doesn't mean that people who fail to fit this profile are unable to lead. Nor should it preclude companies from nurturing and developing leaders that don't strictly adhere to these five traits. Natural tendencies provide a gauge or starting point, but great leaders need to be flexible and adjust to the varying circumstances they face in a changing business climate.

Leaders who are generally calm (N-) must occasionally show agitation and strong emotions (N+). They may be generally outgoing and assertive (E+), and occasionally retire in solitude (E-). They may espouse a vision (O+) and also be practical and efficient (O-). They can be unyielding (A-) but also nurturing on occasion (A+). And although they must focus on goals (C+), they must occasionally be spontaneous (C-) and playful. Carefully identifying the needs of a specific role prior to selecting or appointing a leader will help determine any necessary trade-offs.

But the most important trait of all--whether for an employee, leader or organization--is the ability to assess each unique situation they face, to identify which traits are most suited to the situation and to harness the strengths of those specific traits to achieve success.