High Mischievous folks are daring individuals who rush decision-making, push boundaries and test limits. These individuals may not adhere to rules in pursuit of their own agenda. High Diligent folks share a common theme with high Mischievous individuals, as they tend to be stubborn and adamant that their mindset is right when under pressure. Those scoring high on Diligent are likely to micromanage those around them to ensure that the final product lives up to their expectations. In short, both high Mischievous and Diligent individuals have their own way of doing things, which may inhibit interactions with others.
The high Diligent and Mischievous individual will have very strongly held beliefs that things should be done their own way. At times, these individuals are likely to work against others by adhering to their own standards and set of rules (Mischievous). This may disrupt teamwork, as the individual will pursue their own manner of getting things done. Others might feel challenged by this individual who may work at odds with those around them in an attempt to get their own way. Other times, the individual will strictly adhere to what they believe is the right way of doing things and demand that others comply with such standards (Diligent). This will also test their relationships with others who may struggle to achieve unrealistically rigorous standards.
When coaching someone high on both Diligent and Mischievous, encourage them to stop requiring others to do work their way. Challenge them to give other’s more autonomy over their own tasks. Caution them not to become critical of others who do not meet their high standards. Ask them to consider “Am I holding others to an unrealistically high standard?” and “Are the expectations I am setting in line with the organisation’s goals?” It may be helpful for them to reflect on a time when they could have delegated to others and write down what tasks they could delegate. They can also schedule regular check-ins with those around them to ensure the quality of other’s work. The high Mischievous/Diligent individual will likely struggle giving up complete control in situation. Help them see that delegating and clarifying expectations may produce better team results and empower others.
While those high on Diligent have their own self-prescribed way of doing things, prompt them to be flexible in their style and tolerant of others’ vies. Advise the individual to be open to considering others’ interpretation of the project or instructions. This will make it easier for other’s to approach them. If you see more of their Mischievous tendencies, help them understand how their expectations or standards might be confusing others if they seem to go directly against established procedure. Have the individual pause to consider the consequences of their actions and how others might view their decision. Have them seek feedback from others and incorporate other’s feedback into their decision-making. Also, have them examine the consistency of their approach – are they confusing others by at times making exceptions and other times setting unrealistically high expectations?
Another way to address development opportunities for high Mischievous and Diligent individuals is to capitalise on the strengths associated with both of these dimensions. If we think about the positives associated with scoring high on Mischievous, and individual could certainly leverage their spontaneity and charm to become a good team player who seeks success for all members of the organisation. Emphasise that delegating and using teammates to produce high quality results can bolster morale and organisational effectiveness.
