It’s no secret that business leaders want to create high-performing teams, but does that mean finding a secret ingredient and simply replicating that multiple times? Absolutely not. Research shows that more heterogeneous teams that mix extrovert and introvert personalities are more effective, bringing together individuals who thrive on high pressure with those who are better at collaboration and analysis. It’s an old psychological theory, but Type A and Type B personalities can work harmoniously together at work, it’s a case of finding the right mix for your business.
The concept of Type A and Type B was introduced in the 1950s by cardiologists Friedman and Rosenman, and at the time referred to individuals’ risk of heart disease. According to their theory, Type A personalities are competitive, often workaholic and prone to stress, while Type Bs are calmer under pressure but more laid back about meeting deadlines. Transfer that to the modern workplace, and Type A employees are suited to leading projects and attacking problems quickly, while Type B workers can reduce panic, mediate conflict and suggest collaborative solutions. For leaders who need a balance of momentum and stability, recruiting a diverse mix of both will help to achieve results.
For years, businesses have used tools such as psychometric tests to recruit people who will be a good fit and form part of a well-rounded team. Depending on your business, it’s likely you’ve seen a range of personalities in those teams: the goal-focused leader; the visionary or creative; the diplomat who resolves conflicts; the socializer who keeps everyone engaged and the “shaper” who takes ideas and turns them into action. Having a range of these “types” across a function can improve problem-solving, enhance how the team adapts to change, and lead to more effective decision-making. According to research in the scientific publication Nature, start-ups that were made up of a diversity of personality types had an increased likelihood of success.
Of course, there’s much more nuance to workplace personalities than putting people into boxes where they are either leaders or contemplators. It’s perfectly possible to have a salesperson who is extroverted and driven in client meetings but who can also deliver detailed analysis when needed, for example. Similarly, some more introverted employees will thrive when they feel comfortable with a certain audience, such as giving a presentation to trusted colleagues or discussing a topic they feel confident about. Who fits where will also depend on their role and the goals they are trying to meet – more stability might be needed during a time of change in the business such as a merger compared with the energy required to scale up a start-up.
Many leaders do not consciously choose a mix of Type A and Type B personalities, but may subconsciously bring on board candidates that are a good fit. Sometimes it’s important to challenge whether a different personality profile would challenge the norms in the business, and look in more detail at someone’s skills, experience and qualities. Every business has a set of values, and adherence to these should be the common denominator rather than slavishly seeking out personality types. Like with any great sports team, you’re looking for different strengths and characteristics that complement each other and make the sum greater than the parts.
Managers must adapt their approach to different personality types, however. Assigning Type A workers time-sensitive tasks is a great idea, for example, while Type B employees will be great at brainstorming sessions. When designing smaller teams for projects, Type As will make effective leaders because they will drive momentum, but Type Bs will encourage collaboration within the team. Fostering awareness of each other’s strengths can be helpful, with Type B helping to mitigate stress or burnout among their Type A colleagues, or Type As suggesting Type Bs step up when needed.
Of course, a mix of personalities in any workplace can lead to conflict. But if leaders provide sufficient psychological safety and clarity around every person’s role, this should be easy to overcome. Explaining how different employees’ strengths complement each other can help teams see why they cannot do without a certain person, or help them to understand others’ actions if they do something unexpected. If they know where they stand in the team and their role in the wider business, they can focus on that rather than reacting to their colleagues’ behavior, meaning there’s less disruption and productivity remains high.
When it comes to managing Type A and Type B personalities at work, the same leadership principles apply: be authentic, transparent and empathetic. If everyone is focused on a shared goal, they can apply their strengths to achieve it.