How Work Styles Inform Leadership

 by Alison Beard

STRATEGY

Adam Malamut

Chief Customer Experience Officer, Marriott

Two years ago, when I was chief talent officer for Marriott, I was tasked with streamlining and modernizing our learning and development capabilities. I’d assembled a new team and wanted to make sure we understood one another, our roles and responsibilities, and our strategic objectives before embarking on this journey. We used the personality style framework not only to understand our own strengths and weaknesses and how to work more effectively together but also to identify where we needed to augment the team and what we could realistically accomplish in our first year, and then our second.

As one of the initial steps in the strategic planning process, everyone considered their own profiles and those of their respective teams and started to staff them more appropriately. For example, the groups working on the design and development of our learning content and delivery approaches had a strong Guardian and Driver orientation; they needed to be pushed from a creative standpoint, so we added a Pioneer to lead an arm of that team. And when I staffed the group charged with the detail-oriented and collaborative process of organizing and integrating our learning and delivery offerings, I made sure to include Guardians and Integrators. As a Pioneer and Driver, I need those types around me personally, too.

Now I’m in a new role—chief customer experience officer—and getting ready to launch a series of change initiatives following our merger with Starwood. My peers and I—a group of seven senior leaders—plan to use this approach to improve collaboration as we develop and execute on our strategic plans.

MANAGING UP AND DOWN

Elizabeth Bryant

Vice President, Southwest Airlines University

When I took the personality style test six months ago—along with about 50 other senior Southwest executives—I had a real “aha” moment. The surprise wasn’t my own results: I’m strong on both the Pioneer and Integrator scales—a strategist and a communicator. It was that I hadn’t been thinking carefully enough about how to temper those tendencies for people with different styles.

For example, my boss—who leads corporate services—is more of a Driver, so I can’t just talk through the vision of a particular initiative with him. I need to make it very clear that we’re hitting our milestones: “Here’s what we’ve accomplished, and here’s where we’re going.”

We’re both paying more attention to the mix of styles on our leadership team, too. It’s the two of us plus three Integrators, so we all need to put our Guardian hats on once in a while to make sure that we’re gathering the data, protecting our history and culture, and moving at the right pace.

I’ve also had my direct reports take the assessment, and I’ve learned that they’re mostly Integrators. That’s great, but I’m conscious that we need some Driver behavior as well: A goal is just a goal until you make it happen. My husband reminded me of this the other day. We’d been house hunting, and I’d found the perfect place for us to buy, so I felt my work was done. But then he said, “You know, Elizabeth, it’s great that you have this vision and go after it, but then everyone around you has to get to work. I’m the one who has to deal with the realtor, the lawyer, the inspector.” I shared this story with my team and asked that they tell me when an idea I suggest sounds challenging—or even impossible. And I’m now more conscientious when thinking out loud. Something I ask about offhandedly could, for an Integrator, Driver, or Guardian, be understood as an important to-do item.

HIRING AND JOB CRAFTING

Greg Keeley

Executive Vice President, American Express

I took the assessment as part of an executive evaluation, and I expected my results to show that I’m 100% Driver, because that was my role at American Express. But I was strongest on the Pioneer scale. This showed me that although I was doing what the firm needed me to do, many of the behaviors I’d adopted didn’t reflect who I really am.

I shared the findings with my boss and my team and asked my direct reports to take the test. I was pleasantly surprised by the diversity in our group and soon realized that I could dial down the Driver aspects of my job. Of course, we still had product, process, and revenue goals to hit, but I could use a scorecard to track those, delegate some duties, and spend more time on new-product development and strategy.

When I did, my job satisfaction shot way up. I’m in the same role, with the same boss and team, but I have so much more passion and energy than I did before. I’ve even changed the way I introduce myself to new colleagues or vendors. Before a meeting starts, I take a few minutes to say, “Here’s how I tend to think and act…” and I ask them to do the same for me. It’s a shortcut to better communication and engagement.

And personality now informs how I think about assignments, promotions, and hiring. When I was recently trying to fill a role, I met with a strong candidate who took the assessment and came up as a Driver/Guardian. But the job required vision and coordination with other groups. What I needed was a Pioneer/Integrator. I modified the job description and finally found the right person. The Driver/Guardian took a position in the company more suited to his personality. I’d love to see middle managers adopt this sort of thinking—they oversee an estimated 80% of the workforce—because it’s fundamental leadership training. You need to know who you are before you know what you can become.

TEAMWORK

Charles Derosa

U.S. Treasurer, National Grid

I’ve now led three teams at National Grid, ranging from about 25 people to about 200. I always talk to my staff about personality styles, because I believe it helps people work together more effectively.

I’m a Driver, one of those personalities that can push people hard. I like facts and figures, and goals and objectives. My natural instinct is to skip small talk. One of my bosses is a Pioneer; he enjoys brainstorming. One of my direct reports is an Integrator, who wants to make sure every view is expressed. Other people on my team are Guardians. They’re very reliable but not always flexible, and they often play devil’s advocate. To function effectively, we need to recognize and appreciate everyone’s style and to have open discussions about our differences: What does each of us like? And what really bugs us? This enables us to be more thoughtful in our interactions.

Since we started having these conversations, the people on my team have adapted their styles a bit: The Guardians recognize that their behavior can seem defensive, and they try to avoid ruffling feathers while still conveying important messages. The Drivers now show more patience. When dealing with me, everyone prepares more thoroughly and tries to get to the point more quickly. I have adapted as well; in the past I’d get frustrated, but now I realize how important each style is in reaching the best decision. And when the group has personality conflicts, I do my best to facilitate progress. In the end, we’re all better able to work together toward our goals and those of the department.

It’s human nature to gravitate toward people with work styles similar to our own. But there will always be (and we benefit from) personality diversity in the workplace. I believe in providing the right opportunity to all types.

DECISION MAKING

Gary Pilnick

Vice Chairman, Corporate Development and Chief Legal Officer, Kellogg

Executives need to be thinking in all four quadrants of personality when they’re making big decisions. For example, I’m a Pioneer/Integrator, which means I need to flex to Driver and Guardian mindsets sometimes. Otherwise all I’m doing is dreaming and talking to people. When I’m working with a fellow Pioneer/Integrator, I need to ask, “Where’s your data?” and set firm deadlines. With a Driver, I’ll say, “OK, we’ve clarified objectives and the schedule. What experts should you consult with now? Who needs to be informed?” With a Guardian, it’s about focusing on results: “Are we pushing hard enough?”

Because my team has been through the assessment process, we can all talk this way now. In a recent meeting with one of my leaders, we started by “pioneering” together, then I was reminded “OK, it’s time to ‘drive’ and make a decision.” And we did it with smiles on our faces.

Of course, it’s nice to lean into your dominant style, and most of us do when we’re under stress. But we all are able to shift mindsets, or think like the others, when we’re reminded to. It’s not like trying to write with the wrong hand. It’s more like going a little faster or slower than normal on the highway, or taking a new route to work. It feels different and maybe a little uncomfortable, but it’s not awkward. I’ve worked for several Pioneer/Drivers over the years, and I wouldn’t have survived without the ability to get things done. I have a strong Pioneer in a key compliance role, but I wouldn’t want anyone else because she can flex into Guardian when necessary. And I have a Driver on my team who now recognizes that he can deliver faster results with more-lasting outcomes by slowing down and getting colleagues to collaborate.

I see this framework as one way to move all our departments toward a more agile culture that values quick yet informed decisions. It’s a blueprint for touching all the bases.