Recently on The Science of Personality, cohosts Ryne Sherman, PhD, and Blake Loepp discussed what works and what doesn’t when managing creative teams.

Research has shown best practices for how to manage process teams, transportation teams, supply chain teams, and others. But how to manage creative teams still seems to be an unanswered question with a lot of conflicting advice.

Let’s explore how creativity affects productivity and what it takes to manage creative teams.

Tips for Managing Creative Teams

When we talk about managing a creative person, we don’t mean a once-in-a-generation artist. People like Leonardo da Vinci are not very employable and are unlikely to seek work in an organisation. We mean creative employees that you might find on a corporate team, such as UX designers, marketing specialists, animators, or content strategists. Employable people, whether creative or not, want structure and consideration. They want to know what’s expected of them and that somebody supports and cares about them.

Structure and consideration aren’t all creative employees need to thrive. Ryne referenced Ed Catmull, computer scientist and cofounder of Pixar, as a successful leader of creatives. In his biography, Creativity, Inc., Catmull names three concepts that are integral to managing creative teams¹:

1. Candor – In a creative context, candor means responding to creative ideas with constructive honesty that keeps the team from ideating unproductively. It means being able to say, “I see where you’re going with that, but I don’t think that’s going to work for these reasons,” without stifling trust or innovation.
2. Collaboration – Managing a creative team means fostering an environment where people want to work together to create something bigger than they could make on their own.
3. Focus – A focus on solving design problems ties in the aspects of candor and collaboration. When a creative team can focus on creative solutions in a specific scenario, it becomes clear which ideas are likely to work and what tasks the team members will need to perform.

“Creating an environment like this requires earning a lot of trust over time,” Ryne observed. “Trust is a critical component of teams.”

Who Should Lead Creative Teams?

In creative work, efficiency is not always the highest priority. “What happens when you put a bunch of people who know about business in charge of a bunch of creatives? You end up with a disaster,” Ryne said.

Having a creative person lead creative people has pros and cons. Often, a team leader is a former team member. “It’s pretty common in creative teams to see the leader is someone who is creative themselves,” Ryne said. A significant advantage is that the creative leader understands from experience that the creative process takes time, although a leader who isn’t creative can appreciate the nuances of the creative process too.

Defending the Team

The person who should manage a creative team is someone who can defend the team and justify their unique needs to the organisation. Their leader needs to be able to tell executives that progress is happening, that more time or resources are needed, and that updates will be frequent.

Creative teams may seem to have no productivity for a while. A leader who doesn’t appreciate that creativity often happens in bursts would be less able to give a good account of the team to stakeholders. An inexperienced team manager might succumb to perceived pressure and blame the team for lack of results. In a disaster scenario, that might cause team members, the manager, or both to be fired.

Supporting the Team

In addition to standing with their employees externally, managers of creative teams need to support creativity internally. “When you create an environment where people can’t be candid with each other, where they feel like they have to agree to everything because ‘we all want to get along and collaborate,’ that can be really problematic,” Ryne said. Too much agreement—or too much disagreement—can hinder creative problem-solving. Strong socioemotional skills, including communication and empathy, will serve a creative team manager well.

Managing Mixtures: Creatives and Noncreatives

Many teams are mixtures of creatives and noncreatives. Creative people tend to score low on the Hogan Personality Inventory’s Prudence scale and high on the Inquisitive scale. These scores suggest a tendency to be curious, flexible, not focused on process or execution, disorganised, easily bored, tolerant of ambiguity, and resistant to supervision. To coworkers who score differently on these scales, creatives can seem distractable, unfocused, and even lazy. How do managers help people in these two types of roles collaborate?

“Creative individuals tend to work in bursts,” Ryne said. “There’s a spark. There’s an idea. Then you just work and work and work and work until you’ve got it done.” This production style can pose a challenge when working with people who aren’t in creative roles. Managers of creatives must provide the opportunity for them to work whenever inspiration strikes . . . without interrupting or impeding the needs of other team members.

What’s important for a manager is to maximise creativity bursts when they arrive, understand that the fallow periods are necessary, and build an environment conducive to sparks of inspiration. Forcing a creative employee to remain at a desk during traditional office hours could be genuinely detrimental to their work product. At the same time, the creative employee’s operational counterpart works best when keeping an exact schedule.

People with seemingly incompatible personalities can and do work together harmoniously and productively. Their manager needs to foster understanding between them about what’s expected from each other’s roles. A team session can be good for building mutual respect.

Advice for Managing Creative Teams

To wrap up the podcast episode, Ryne shared his best insights for managing creative teams: “Candor is critical for creative teams. Create an environment where people feel comfortable sharing the good and the bad. Create an environment where people feel comfortable saying, ‘This is a bad idea, and this is why we need to go a different direction.’ Too often in creative teams that are focused on collaboration, you never really create the thing that’s truly creative because everybody has to have their part in it, and even the bad ideas get included. Find a way to eliminate the bad ideas in a productive, nonthreatening way.”

Listen to this conversation in full on episode 82 of The Science of Personality. Never miss an episode by following us anywhere you get podcasts. Cheers, everybody!

Contact us for more information

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Because a hybrid workforce seems to be here to stay, a strategy for building team trust remotely is important. Engaged employees are committed to each other and the organisation, reach high levels of productivity, and show enjoyment and enthusiasm about their work. Disengaged employees, on the other hand, are measurably less positive, loyal, creative, and hardworking than engaged workers. Given that employee disengagement has cost $7.8 trillion, it’s vital to plan engaging team-building activities and virtual talent development.

Furthermore, virtual team building can be inclusive. Although remote work became widespread with the advent of COVID-19, it has long been used as a reasonable accommodation for people with disabilities. Virtual team-building games and activities offer opportunities to create and sustain a culture of inclusion by facilitating connection and belonging among team members. An effective virtual team is connected, engaged, inclusive, and productive.

Although all people can benefit from team-building exercises, some personalities may be more eager to participate than others. A high score on the Hogan Personality Inventory (HPI) Sociability scale indicates someone who is socially proactive and team oriented. Scoring high on the Motives, Values, Preferences Inventory (MVPI) Affiliation scale indicates someone who values teamwork, relationships, networking, and belonging.

Virtual team building can be adapted for each unique team. Team leaders should provide a variety of team-building exercises to support the diverse people who work together on the team.

Read on to learn about these five virtual team-building activities:

Virtual Entertainment

Entertainment for virtual teams is a fun, relaxed way to spend time together, connect over common experiences, and build rapport.

• Host a virtual movie event or a watch party using nearly any streaming service or a third-party option like Scener.
• Book a virtual comedian for a comedy club experience. Summit Comedy offers many options, including corporate comedians and even hypnotists.
• If your team is musical (or even if not), try virtual karaoke with an emcee from Kabloom!
• Take a remote tour of India, Spain, France, or other global destinations with an organisation like Woyago.

Who would like these virtual team-building activities?

Team members who score high on the MVPI scale Hedonism value a playful, fun, light-hearted work culture. People with high scores on the Sociability subscales Likes Parties and Likes Crowds will also enjoy large-group social gatherings.

Virtual Dining

A part of office life that many remote workers miss is the chance to spend time with co-workers over a meal. These virtual dining options will help employees reconnect.

• Building in time to chat around the virtual watercooler with Donut has rekindled conversations in many a virtual workplace.
• Meeting with virtual teams for lunch is nearly as easy as setting a recurring meeting, according to this guide to hosting virtual lunch.
• For a remote happy hour, schedule a guided wine tasting or a beer and cheese tasting box through a company like Unboxed Experiences.

Who would like these virtual team-building activities?

Team members who score high on HPI Interpersonal Sensitivity are warm, easy-going, and enjoy interacting with others. Those who score high on HPI Inquisitive will appreciate the opportunity to converse about beliefs and cultures. People with a high score on the Affiliation Lifestyles subscale value the opportunity to connect and strengthen relationships.

Virtual Games

Playing games together could take just the first 10 minutes of a meeting or be a separate event. Competitive employees will enjoy the challenge. Non-competitive employees will enjoy watching the antics of their co-workers.

• Play a remote game like trivia or a scavenger hunt using a platform like Weve.
• Themed escape rooms, such as those offered by Escapely, are filled with puzzles and clues that encourage team collaboration.
• Themed murder mysteries from My Mystery Party and others will allow team members to spend time together playing hilarious roles.

Who would like these virtual team-building games?

Team members who score high on HPI Learning Approach will appreciate complex games and memory tests. Those who score high on Inquisitive will enjoy brainstorming ideas and solving riddles or puzzles. People with high scores on Hedonism enjoy the spontaneity of game play, and those who score high on Sociability enjoy exhibiting in the limelight. Finally, high scorers on HPI Ambition will provide competitive energy and drive.

Virtual Classes

Learning something new together is a team-building activity that fuels deep connections. It could also reveal shared interests that co-workers didn’t know they had.

• Take an instructor-led mixology or cooking course with an organisation like Rockoly.
• Exercise your artistic side with a team painting event through Painting to Gogh.
• Recenter your team during a virtual yoga or mindfulness class offered by Krafty Lab.
• Level up your remote communication game with virtual improv training through TeamBonding.

Who would like these virtual team-building exercises?

Team members scoring high on HPI Prudence enjoy exercising a skill with precision and keeping on task. Those who score high on Inquisitive are intrinsically curious about new challenges, and those who score high on MVPI Aesthetics value creative expression. As well, people with low Sociability scores may feel less pressure to be social in a class setting.

Virtual Team Development

An essential part of the virtual team-building repertoire of an effective team leader is team development.

Data-driven team development uncovers how individual personalities affect team performance and team dynamics. Development helps team members contextualise themselves within the team and understand how they uniquely contribute to the team’s needs.

Who would like virtual team development?

Everyone benefits, of course. Leaders want to improve team performance. Team members want to work together effectively.

Team development sessions can help people learn about how they contribute to the team with their unique personality strengths. For example, those who measure high on Ambition tend to have high initiative and drive and are willing to assume leadership roles within the team. Those who score average or low on Ambition are more team-oriented and comfortable contributing in a supportive role.

Team members with high Sociability scores seek to know how best to engage with others. Members with high Prudence scores want to understand team interdependencies and processes.

People with moderate or low Power and Recognition scores value sharing credit and collaboration. Those with high Affiliation value opportunities to work with others. Team members with high Science scores value decision-making based on the data that team development provides.

The chief takeaway here is that team development is essential to positive team dynamics. From there, a variety of team-building games and activities engage and delight a variety of team members. Ongoing virtual team building enables ongoing rapport.

Once you’ve tried the activities listed here, you won’t be out of options—you could invite a goat to your next virtual meeting. Goats don’t drive engagement, per se, but they do enliven a weekly stand-up.

To discover how PBC helps support team development, contact us.

Contact us for more information Learn about the Hogan 360

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Recently on The Science of Personality, cohosts Ryne Sherman, PhD, chief science officer, and Blake Loepp, PR manager, explored the superstar effect and how it relates to teams and organisations.

Let’s dive into what to do about the problem of superstars.

What Is the Superstar Effect?

A superstar is a top performer. “The presence of a superstar impacts the performance of other people around them—often in a negative way,” Ryne explained. Just having a superstar nearby, whether on the same team or not, can hinder performance.

Record-breaking golfer Tiger Woods is an example of a superstar. The study that introduced the psychological phenomenon analysed the performance of top golfers with respect to the presence of Woods. When he was in the field, his opponents shot worse on average than when he wasn’t in the field. The mere fact of his presence seemed to drive down the performance of all of the competition. Even more remarkably, the stroke average of the best players was impacted more dramatically than that of average performers.

All possible explanations for this effect are mental. Perhaps the other golfers took more risks in trying to beat Woods. They also might have felt extra pressure because each shot matters more when competing against a superstar. Or they might have felt intimidated by Woods’s more eager and comparatively aggressive playing style, as golfer Ernie Els suggested.

We see the superstar effect in competitive chess, as well. Against the current world champion, Magnus Carlsen, most of the top players perform slightly worse than they do against other competitors. When Carlsen makes a move that looks like a mistake, other top players assume it is not an error but a complex play. What they should do is recognise the mistake and take advantage of it.

How Superstars Impact Teams

Imagine that, instead of Woods or Carlsen crushing individual competition, a top-performing sales rep or a hotshot lawyer is introduced into a new team. How does the presence of a superstar impact overall team performance in a corporate setting?

“The team on average may improve because the superstar is adding so much value, but individuals on that team might have lower performance because of the presence of that superstar,” Ryne said.

The superstar effect is a counterintuitive phenomenon. You would think that, with the addition of a high-performing team member, everyone else would rise to the challenge, so to speak. But when the skill gap is too great, others can feel fearful, intimidated, inferior, or defeated. The superstar effect could bring out employees’ derailers as they look for other ways to get ahead.

Another example of the superstar effect comes from the TV series Billions on Showtime. Intern Taylor Mason, whose investment prowess gains the notice of the main character and the consternation of the team members, is a corporate superstar. “You could see this psychological effect on the rest of these otherwise very successful investors and how it had a negative impact on their overall performance,” Blake explained.

What Organisations Can Do

If the presence of superstars is so detrimental to teams, is it better not to hire them at all? Not necessarily.

First, be realistic about the superstar effect.

Superstars can certainly add a lot of value, but maybe not as much as it first appears. A toxic worker is much more detrimental than a superstar worker is beneficial, for example. By that measure, an average team performs better than a team with one superstar and one toxic worker.

Second, redirect superstars’ competitive natures.

If your organisation thrives on internal competition, the superstar effect will likely hurt productivity. But if competition is correctly reframed as external, there could be a good result: the superstar could impact organisational competition adversely, not team members.

The superstar effect makes competitors feel that they can’t beat the star. Consider how it would have felt to compete against entrepreneur Steve Jobs at Apple in the 2000s. Or think of competing against Michael Jordan on various basketball teams in the 1990s.

For organisations to integrate superstars into teams successfully, defining the competition is key. Hypercompetitive people want to compete with everyone, but that tendency can be directed outward, protecting team members from competing among themselves.

“Smart organisations can use the superstar effect to their advantage in a positive way,” Ryne said.

Listen to this conversation in full on episode 56 of The Science of Personality. Never miss an episode by following us anywhere you get podcasts. Cheers, everybody!

Contact us for more information Learn about the Hogan 360

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While many of us would like to believe that we have high levels of self-awareness, unfortunately, it is not unusual for blind spots to exist between how we perceive our own behaviours and attributes and how others perceive them. These blind spots have the potential to impact us in many ways including on our reputation, relationships and performance at work. Developing self-awareness and understanding our blind spots is important to foster growth and development and the good news is that it is possible to enhance our behaviour, relationships and performance at work.

Types of self-awareness

When seeking to improve self-awareness it is important to understand the different types of self-awareness. Organisational Psychologist Tasha Eurich provides a useful distinction between two types of self-awareness, specifically how we see ourselves (internal self-awareness) and our understanding of how other people view us (external self-awareness). We can also think of this as our understanding of our identity (how we see ourselves) and our reputation (how other people view us).

Our reputation has a significant impact on our experiences at work as it impacts how others treat and respond to us in the workplace. This includes others’ willingness to hire, promote or fire us, assign us particular pieces of work or projects, how much they trust and confide in us, and how others approach their interactions with us. Having a high level of external self-awareness in relation to one’s reputation and how others perceive us, as well as what we are doing to create those perceptions, is important in identifying meaningful development opportunities.

When seeking to improve our levels of self-awareness to enhance our growth and development, it is important to focus on strategic self-awareness. Strategic self-awareness involves understanding one’s strengths and opportunities and how they compare to those of others. Strategic self-awareness provides insights to leverage one’s strengths and adapt one’s behaviour to improve performance and relationships at work and is the type of self-awareness that can be used to shape and direct one’s career.

Personality and self-awareness

Understanding the personality tendencies that are typically associated with having greater levels of self-awareness may provide some insight into how to foster greater levels of self-awareness. Hogan conducted some research involving matched personality and 360 data for approximately 2,500 individuals, comparing the individual’s self-ratings to how they were rated by others (manager, peers, and direct reports) across a range of leadership competencies. The results indicated that individuals who were more inclined to display the following day-to-day tendencies were more likely to have higher levels of self-awareness:

• being reflective
• introspective
• open to feedback
• frank
• critical
• practical and
• level-headed.

These findings suggest there is value in taking time to engage in self-reflection, as well as being willing to have frank conversations, adopt a pragmatic and critical lens of one’s behaviour and performance, and be open to feedback to help foster self-awareness.

Using feedback to cultivate strategic self-awareness

It is important to note that strategic self-awareness cannot be achieved solely through self-reflection or introspection, particularly if the intention is to identify potential blind spots. It requires obtaining feedback from others in relation to one’s behaviour and performance in order to develop a greater understanding of one’s strengths and development areas in comparison to others. A highly effective and efficient way to obtain this feedback is through using tools such as 360 evaluations where the individual can compare their self-ratings to those provided by others such as their manager, peers and direct reports. This enables them to obtain insight into areas where their perception of their performance and behaviour may differ from others, highlighting  potential blind spots. The anonymous nature of the ratings in 360s can also help to obtain feedback that may not otherwise be given if people were asked directly for feedback by the individual.

Additionally, 360s that include benchmarks can help foster strategic self-awareness by enabling the individual to understand how their performance and areas of strength and development compare to others. They can identify if they have unique strengths that they may leverage to further enhance their performance, as well as detecting areas that may be more of an opportunity for them to work on enhancing their relationships and effectiveness at work, relative to others.

Click here for more information on the Hogan 360

Cultivating strategic self-awareness in teams

Cultivating strategic self-awareness doesn’t just need to be at an individual level. Teams also benefit from building an understanding of their collective strengths and development opportunities, and how they compare to other teams. Similarly to individuals, teams can have blind spots that contribute to dysfunctional behaviours and affect the team in terms of performance or relationships. There are team assessments similar to 360s that enable the team to elicit feedback in relation to their performance from those within and external to the team, as well as comparing  to other teams to understand relative strengths and areas for development and enhance strategic self-awareness of the team.

Final thoughts

It is important to note that once strategic self-awareness has been acquired it doesn’t stop there. It is an important first step in understanding what strengths and opportunities exist, and identifies areas to focus on to continue to grow and develop. Once strategic self-awareness has been obtained, it takes continued motivation to improve, a clear plan for development, and the investment of time and effort to achieve improvements in relation to the individual or team’s reputation, relationships and performance at work.

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The research is clear: Highly effective teams drive organisational performance.¹ When a highly effective team comes together to accomplish a goal, the unique skills and characteristics of each team member work together in concert to produce work that no person could accomplish alone. The astronauts of Apollo 11 worked together to land on the moon, and famous bands such as the Beatles and the Rolling Stones collaborated to produce music that will never be forgotten. While these examples of teams made great achievements, many teams fail to be successful.

Patrick Lencioni’s famous model of the five dysfunctions of a team seeks to explain what might cause a team to struggle to succeed. Lencioni proposes that, at the most fundamental level, an absence of trust can lead to serious issues in a team.² Research has confirmed this repeatedly.³ Among other things, a lack of trust can lead to a loss of job satisfaction and poor communication at the individual level, as well as low team commitment and performance at the team level.⁴ Therefore, team trust has ramifications beyond the team.

While research has proven this, the importance of trust within a team is an intuitive concept. A person who does not trust their teammates might be less likely to share new ideas, reach out for support, engage in productive conflict, or to rely on others to make contributions. This behaviour will inevitably hinder team performance. Teams whose members are afraid to share new ideas, for example, will have a difficult time coming up with innovative solutions for challenging problems.

Given the importance of team trust, here are three ways that you can improve trust within your team.

Consider Hogan Scales

Scores on the Hogan personality assessments can provide insight into potential barriers for building trust within teams. For example, individuals with high scores on the Skeptical scale of the Hogan Development Survey (HDS) can be less likely to trust others. When they’re under stress or not self-monitoring, they might assume others have ulterior motives. Providing this insight to individuals who score high on the Skeptical scale can be a first step to fight against the tendency to shut others out and develop a plan to help them foster trust.

While Skeptical is a good example of a scale that can be used to build trust, several other scales can be used to help build team trust as well. Notably, these include the HDS Bold scale, which measures the tendency to resist feedback and appear arrogant, and the HDS Excitable scale, which measures the tendency to appear temperamental and critical when under stress.

Set Recurring Meetings

Trust is built over time and cannot happen when team members aren’t interacting. Setting up recurring meetings for the team to communicate can help build trust. Sharing updates on work projects might can allow for team members to collaborate and share expertise, which aids in building trust. In addition, socializing might help foster a culture of vulnerability, which can also help to build trust.

Model Transparency

Mistakes happen, and everyone on the team will inevitably make them. To leverage these mistakes for trust building, demonstrate and encourage transparency. Sharing mistakes as a leader sets the stage for the rest of your team to follow suit. As team members start to share mistakes, others can offer encouragement, support, and help when appropriate. Over time, a culture of transparency will begin to develop, which is critical for developing team trust.

While considering Hogan scales, setting recurring meetings, and modelling transparency are important for building team trust, these are not one-off solutions. Creating a plan for implementing these practices and adhering to them is necessary. Failure to follow through will hardly impact team trust in a positive way, so developing a plan and having the team hold itself accountable is crucial when implementing these practices. For sustainable change, consistency is key.

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Peter Berry Consultancy (PBC) Managing Director, Peter Berry thinks we should! “Leadership is about driving results, but it is the leader’s team that delivers those results, so it makes sense that we should judge the leader by their team.”

It takes experience, professional development and ongoing practice to hone the skills required by a leader to build effective teams. Skill alone does not make a leader – the competencies required for a lawyer to win a case, a finance manager to oversee a merger, or an engineer to mastermind a complex design, are not the same as those required to run a business, win new clients or most importantly, manage people and teams effectively.

With career progression, potential managers need new competencies in developing strategy, building teams and driving engagement. Generally, a potential leader must negotiate a change in focus from operations to strategy – working ‘on’ the business rather than ‘in’ it.

PBC research into what the best leaders look like found that the most effective leaders create high performing teams that shape and improve the employee and customer experience. Higher levels of engagement deliver stronger bottom line outcomes, including higher staff retention rates.

The leader’s reputation, or how the leader is perceived by others has a significant impact on team performance, which in turns affects the leader’s reputation in a continuous cycle. Team performance and culture can be measured by PBC’s High Performing Team Assessment (HPTA) – a diagnostic tool that enables team members to provide feedback about the effectiveness of their team centred around key characteristics that have been shown to promote team performance.

Teams play a critical role in executing strategy, meeting key performance indicators, and delivering organisation goals, through collaboration and a shared vision and purpose.

In order for a transition to leadership to be successful, the leader must start with true self-awareness of his or her strengths and areas for improvement. According to Peter Berry, “Being a better leader means being a better learner.”

Leadership competency is driven by personality, intelligence, experience and behaviour choices. To best measure, understand and improve leadership, Hogan personality assessments should be used in conjunction with Hogan 360 assessments.

Hogan 360 assessments are invaluable to enhance a leader’s self-awareness and development, providing useful information on performance and reputation based on feedback from managers, peers and direct reports.

Our research shows that the key to becoming an effective leader that is able to lead highly effective teams is focused on four competencies

1. Achievement focus

These leaders are competitive, assertive and energetic with a drive to succeed. They set high performance expectations and drive results through their influencing and negotiation skills.

2. Inspiring

Leaders demonstrate passion to make a difference, motivating and inspiring others to share their vision. They make a concerted effort to improve morale through their positive attitude, creating a pleasant working environment. They are also customer focused

3. Strategic

These visionary leaders are focused on long-term opportunities and sharing their vision. They seek continuous improvement and often develop new and original ideas.

4. Emotional intelligence (EQ)

High EQ leaders are even-keeled remaining calm and managing their emotions through stressful situations. They have high self-awareness and a willingness to improve and with excellent people skills, they know how to make people feel valued. Research shows that EQ can impact financial performance.

Strong leadership skills drive strategy, team performance, employee engagement, culture and ultimately organisational performance. The focus on strategy and people needs to be connected by understanding that people deliver results and engagement is not an end in itself but the means to delivering superior results. The leader’s team is the core driver of performance and the ultimate measure of a leader’s success.

For over 30 years, PBC has been using an evidence-based approach to leadership assessment and development to ensure future leaders drive strategic and sustainable success in their organisations. Our team of qualified organisation psychologists and executive coaches work with businesses large and small to create tailored leader development programs. To learn more about leadership and teams, download our whitepaper: Judge the leader by their team.

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