Leaders are often seen as the gateways to organisational culture and ultimately responsible for the entire business. In organisational development and consultancy work there is a high focus on leadership, workforce development and culture. These elements are vital to performance and business success. The emphasis on leadership can sometimes take precedence over analysing team dynamics.
Understanding team members and understanding how one presents in a team can provide useful insights. A question for all team members is - what type of team member are you?
1. The coordinator
This person is the organiser of agreed actions. The key person in making actions happen. They tend to be practical and keen to move to resolution of issues and getting on with things.
2. The competitor
Being a step ahead of colleagues is the main aim of the competitor. Work is a place to gain and show an advantage over colleagues. They do this inn different ways, they may like to store information, withhold information and present information when it suits their agenda not necessarily in the interest of the business or their colleagues.
3. The agitator
Easily recognisable by being the voice of ‘discontent. The agitator is the person that notices the problems, vocalises the problem and tends to be much more vocal about problems and the failings of colleagues that they are about solutions.
4. The confidante
The person that listens to all key players, hears opinions , comments privately, but does not share opinions openly but will pass on the odd comment which may not necessarily be constructive. They tend to be confidantes as they listen well and may not challenge.
5. The fixer
This person is challenging as they’re drawn to addressing deep rooted issues. They question and challenge with a view to getting a deep understanding and permanent solution. This person may appear to be confrontational as they’re more concerned with solutions than individual sensibilities.
6. The influencer
This is a powerful role that may can be used for the good of the team or to its detriment. Ths person usually has a strong personality and sets the tone and content of communications. Typically, their response to policy and new initiatives will become the general consensus. They may be formidable opponents as like the competitor they like to win. However, influencers tend to want to influence outcomes that they think will benefit the organisation.
7. The soother
The calm soothing person that hates conflict or difficult conversations. When they came up they deflect and try to turn to superficial safe topics. The soother likes to avoid conflict and will never acknowledge problems or difficult situations.
8. The sycophant
This character has a well-tuned radar for the powerful and those with clout. They are easily identified by their people pleasing and unbecoming eye service. They may not show outward competitive signs but their aim is to be seen as good and pleasing to those in authority.
9. The comedian
Like the soother, the comedian does not like conflict or uncomfortable conversations. When serious issues come up to deflect attention away from actual or potential tension the comedian tries to lighten the mood. In group situations, they will generally inject humour and levity and they may feel uneasy in the absence of light moments.
10. The leader is the person with all the attributes to make growth happen and facilitate solutions. Ideally these are the appointed leaders. They guide, set direction harness all the attributes of team members and work on solutions which play to the strengths of team members.
Exploring team member types is helpful as a self-assessment and management tool but it’s not a blunt instrument. Of course, most people don’t neatly fall into types, there are overlaps, situational variables and personal development changes. If you look at general presentation and contribution to team dynamics most of the time you will see predominant characteristics which can show up as one of the types.
