You are the manager of a small business, a team,
a department, a project or even a complete company. And you are
to hire someone new. There is this candidate, but she is your opposite
in nearly everything; you favour spontaneity, she doesn’t,
you take subjective decisions, she rationalizes whenever possible
and where you are more extraverted, she is not.
From portfolio management we can learn to spread our investments.
There are many theories about how to do this. Fewer theories
exist about how to balance a team. We learn about different functions,
activities and processes, but less about the way to balance these.
Especially when people are involved.
Managers of different teams, of different organizations will
respond uniquely to this question. Any organization or team has
its unique characteristics, yet there are many traits that are
familiar amongst all of them.
According to your personal preferences you will focus more on
one style and leave other management styles intact. In business
however, your personal style is only slightly relevant in managing
teams. This counts more for larger organizations where you are
chained to a large network of people. The style of the organization
determines how decisions are taken. Your influence is minor.
Still, in every team and on a small scale your influence can
be significant. And then you are to decide. Do I hire someone
resembling the rest of the team members – they all do what
I say – or do we need someone to make the team a bit more
diverse?
At first sight this diversity seems more difficult to manage.
This is especially the case when your values, the values of the
team and organization are less explicitly known. You will have
a communication problem not only with new team members but also
with third parties or others within your company.
Diversity should come together with coherence. If you value
teamwork you should value diversity. This does require investment
in (sound) communication.
© 2006 Hans Bool
Hans Bool is the founder of
Astor
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