Understanding the dynamics of a team is critical to successful goal attainment. What does the team value? What drives the team members and sets them up for success, and more importantly, what derailment obstacles may they encounter? 

A couple of weeks ago, I had the opportunity to experience the power of collaboration in action. Every year, Oklahoma City hosts a marathon in honor of those who lost their lives in the 1995 bombing of the Alfred P. Murrah Federal Building. The 2011 race marked the 11th annual marathon event, which includes everything from 5k races to the full marathon and even a marathon relay. This year, I participated in the marathon relay with an amazing group of women. We called ourselves the Derailing Divas because over the course of 26.2 miles with six driven, socially self-confident, and engaging women there is bound to be a little derailment going on. Although the relay consisted of five legs, the Derailing Divas had six team members. The sixth, The Coach, ran the half marathon and served as the running expert for our team.

The race is not something that the Divas will forget anytime soon. As we left our hotel at 5:30am on Sunday May 1st, the sky was dark and cloudy. Within minutes of arriving at the race site, thunder and lightning came crashing around us and so did the rain…torrential rain. Visions of a beautiful and sunny race day quickly faded, but with these dreary conditions, the Divas’ determination increased.

After a 30 minute delay, I walked to the starting line with The Coach. As we worked our way through the thousands of runners to find our place on the wet pavement, a sense of urgency (HPI Adjustment) and fear of potential failure (HDS Cautious) emerged. Would we be able to complete the relay in these conditions? Am I going to let my team down if I run slower in the rain? In that moment of self-doubt something amazing happened -- the race started and as thousands of runners made their way past the memorial, the crowd began to cheer. It was at this point that I realized that the race wasn’t about my time; it was about our team goal to finish the race with a sense of pride for the cause, to have a fun, and persevere despite the weather.

As I started the last mile of my 6-mile leg, my shoes and clothes were soaked, and I was ready to throw in the wet towel. Then I started thinking about our team and the fact that the other Derailing Divas were waiting on me. I began running faster and met The Navigator at the relay station. She greeted me enthusiastically and took off to continue the race. The Navigator eventually met up with The Timekeeper, and as the race progressed, we continued to run faster. When The Timekeeper met The Networker she received updates on everyone’s progress and the weather conditions. On the final transition, The Finisher took the baton and ran with heart and determination to finish the race despite wind, rain, and hail.

When the race was complete, the Derailing Divas had a celebratory lunch and shared stories of their experiences throughout the day. I’m not sure if it was our competitive drive (HPI Ambition) or sensitivity to our teammates’ emotions (HPI Interpersonal Sensitivity) that pushed us to persevere and exceed our own expectations, but the Derailing Divas succeeded. We completed the race 30 minutes faster than we anticipated! The Derailing Divas’ success was impacted by a number of things, but most of all we were successful because we shared a few things in common. The Divas are driven and competitive (HPI Ambition), collaborative and sensitive to others needs (HPI Interpersonal Sensitivity and MVPI Affiliation), and like to have fun and tell a good story (MVPI Hedonism and HDS Colorful).  I would certainly be willing to run a race with these Divas again, only next time I hope for a little more sunshine!
 

Fun fact - I’m recently engaged.

And so far, wedding planning has been fast and furious. In two short months, I already have a venue, photographer, date, color palate, and budget. What can I say? I scored in the high range on the HPI Prudence Scale; details are kind of my thing.

But when it comes to choosing my bridal party, I’m dragging my feet. What’s holding me back? I’m worried about the drama.

Although it’s what makes pop culture hits like 27 Dresses, Bridesmaids, and Say Yes to the Dress so fun to watch, it’s a nightmare to live through, and I really don’t want any drama with the girls.

As a four-time bridesmaid, I’ve witnessed, and maybe caused, some reality show-worthy episodes. I may or may not have accidentally rolled my eyes, contributed to a power struggle, and/or complained about the dress “I’ll be able to wear again someday.” Guilty as charged.

As hard as I may try to avoid drama, it almost never fails. The bridesmaids’ individual motivators and drivers create a volatile mix. Something happens to one or more of the bridesmaids at some point in the process. Somebody yells, cries, or oversteps her bounds.

We run into the same dynamics in the office. The wrong mix of personalities can result in power struggles, a tense workplace and low morale, which is why screening for similar values and drivers can be so important.

Unfortunately, when it comes to my bridesmaids, at least a little drama may be unavoidable. While personality assessment would certainly help me screen for the differences between my lovely friends, it would also officially make me a Bravo-worthy Bridezilla.

A person completes a personality assessment. He or she then receives individual feedback on his or her personality profile. If the assessment is worth its salt, the person probably agreed with much of the interpretation and was challenged or surprised by the rest. For the feedback that resonated with him or her, the likely response was, “Yep, I knew that about myself. Now I have a test that validates it.” For the surprising feedback, the likely response was, “Interesting. I didn’t know I was being perceived in that way.” Now what? What does this person do with that information? The way I see it, the person now has an excuse for that behavior or an opportunity to improve it.

Purely for academic purposes, let’s say that I scored low on the Prudence scale from the Hogan Personality Inventory. This means that people tend to perceive me as someone who is flexible and open to change but also someone who is not always detail-oriented and can be impulsive at times. What do I do with that information? One approach would be to use it as an excuse or a crutch. When I overlook a detail and it affects the outcome of a project, I can simply say, “Yep, that’s my low Prudence coming out!” and laugh it off. People will come to expect that Kevin is not a details guy and may expect me to focus on bigger picture issues instead. However, what will also happen is that people may begin to not trust in my ability to deliver a high-quality, well-proofed work product, and I will miss out on opportunities for challenge or advancement. This would ultimately affect my career success.

Continuing with this hypothetical example, a second approach to using this information about my lack of conscientiousness (not to be read as conscience) is as an opportunity. If I am serious about having a successful career, I should use the results of my personality assessment to leverage my strengths and develop my shortcomings. If I am working on a project with a tight timeline and I notice my natural propensity to cut corners or fudge over details starting to rear its head, I can seize the opportunity to take extra care and create the highest quality product I can. By intentionally changing my behaviors to do what may not come naturally and what others would not expect me to, I am effecting change on my reputation, which will ultimately have an effect on my success.

All of this being said, the irony is that the choice between Excuse Avenue and Opportunity Road is largely based on personality. People who are naturally open to feedback and change and driven to be successful are those who are more likely to take a right on Opportunity Road, while those who are resistant to feedback and change and not particularly motivated will take a left on Excuse Avenue (which runs parallel to Easy Street). The good news is that the same high-quality personality assessment will identify the likely path the person is to take. From that assessment, we can identify those individuals who may need a bit more help steering toward Opportunity Road if we are serious about investing in their success.

At the end of the day, there is always a choice. We can ultimately decide whether we want to be who we are now with all of our warts, caveats, and excuses, or if we want to be the more successful versions of ourselves with fewer warts and more opportunities…however you define that success.

June 4th, 2010 marked the passing of basketball coaching legend John Wooden. As many people are aware, Wooden was known as the “Wizard of Westwood” for his unmatched success as coach of the UCLA men’s basketball team, leading them to a record 88 consecutive victories and 10 national championships among other accomplishments. What is less widely publicized is the strategy that Wooden designed and deployed in order to recruit, assess, select, develop, and mentor his players into successful individuals on and off the court. This aspect of the coach’s legend interestingly establishes him as not only an innovator in the sport of basketball, but also a pioneer in the realm of talent management.