People are your biggest asset
In service-led organisations, people are your biggest asset. But what makes for a cohesive and harmonious team dynamic? Here’s how we do it at Method…
There are many types of psychometric tests available for profiling candidates during the recruitment process. The goal of the testing is to evaluate someone’s natural skillset, their intelligence and, importantly, their personality. The test data gives great insight, helping recruiters to make an informed decision about whether the applicant in question can do the job required and, ultimately, if they will fit in.
Many testing methods, such as the Myers-Briggs framework, call upon the conceptual theories of analytical psychologist, Carl Jung. This Myers-Briggs Type Indicator (MBTI) test creates scenarios where you are required to answer questions about how you would feel or react, broadly categorising you across four spectrums – Introvert/Extrovert, Intuitive/Sensing, Thinking/Feeling and Judging/Perceiving. You end up assigned with a four-letter ‘type’.
While no test can guarantee seamless integration for a newcomer to a team, understanding what makes someone tick – and what might send them over the edge – is actually very useful when it comes to achieving harmony.
People in different roles also need complementary characteristics so the baton can be passed around the team depending on the task. Not everyone is a natural fit for ‘front of house’ and, equally, many are not fastidious about detail. At Method we need both, and rare is the unicorn who can span both comfortably.
The MBTI approach has been undeniably useful here at Method, but we felt a little disconnected from our four-letter labels. We found a modernised way of expressing who we are on the 16 Personalities website. For instance, instead of being labelled as an ‘ENTJ’, Managing Director, Kirsten Corrigan, became a ‘Commander’ – a definition which helped the rest of the team to understand why she is wired in a certain way and that it’s necessary in her role.
It also helped Kirsten reorientate people within the team more effectively, with greater understanding about what it means to be a ‘Consul’ or an ‘Advocate’ – personality types that are better suited to less confrontational situations than she might have put them in previously. On the other hand, a ‘Defender’ might need that extra fist pump to feel validated and keep their motivation up.
This insight, paired with an accessible way of describing ourselves, has been invaluable in making our team more collaborative, by building trust in each other as individuals. We currently have seven personalities within our team, and can easily integrate more as we recruit new people, or our own personalities evolve. Through the engaging way in which 16 Personalities brings our characteristics to life, we appreciate what each of us brings to the wider Method mix, and how we all fit together as a whole.