Six Personality Types Involved In Business Transformation Projects (And How To Manage Them)


by Robert J Choi
Republished from Forbes, February 26, 2018

In business transformation management, it is typical that people pick a change management model and try to push everything into that formula. That’s why 70% of change management projects fail and why we need to rethink our approach. But no matter what changes or breakthroughs are made to the old systems, keep in mind that one constant will always remain: the different personalities of those at the helm.

When taking on a client, I inevitably find that my biggest obstacle is hardly which model to choose or augment — it’s the proper handling of the cast of characters on my team, where every interaction is critical to executing every strategy. This knowledge comes from 12 years of trial and error, first working with elite training organizations for the Central Intelligence Agency and then as a consultant, implementing virtually every single change management model.

My work with one global beverage company is what first gave me insight into this crucial human element. I realized how certain people on that team were some of the same people on each of my clients’ teams — just by different names and faces.

The Sphinx

Impenetrable, mysterious, overly complicated and full of power plays. The sphinx is usually in a senior position with the most experience, someone who is happy to praise other people for their work but will not share information of their own, which sometimes creates friction among the team.

The solution: Put them on the defensive.

This is a sensitive operation and you must be careful to apply pressure slowly, but a power move is often the only method that works. How is this done congenially? One way is by creating work materials critical for a project goal, bringing them near to completion, then making the sphinx the final piece so the spotlight’s on them. Challenge the sphinx to share in meetings and conference calls with superiors, where they must then publicly reveal their reasons for stubbornness. (Bonus: this method is also how outsiders often gain access to inner circles.)

The Appendage

Protected in some way by the company culture, nepotism or simply through seniority or falling through the gaps — this is the person everyone knows has little to offer, but nothing can be done about it.

The solution: Keep them busy, quickly.

It is essential that those who seem unobtrusive on a team are not ignored. What seems benign always has the potential for future damage. Task the appendage with things like formatting and proofreading long presentations. Also, make sure to invite them to everything, spreading them thin enough so they don’t have too much impact on any one thing.

Mr. Fantastic

These team members are overstretched, reliable, capable of quality work in a short turnaround — a wonderful asset if not for others inevitably loafing on his or her abilities.

The solution: Set their lane.

A leader has to delegate work to other people to move a project forward in any successful team, not just rely on one person to be the superhero — or the Michael Jordan — of the team. Always acknowledge their efforts and talents, but calibrate their tasks with their job description. A Mr. Fantastic IT developer, for example, should only be given technical work. And an internal communications Mr. Fantastic should stick to messaging specific audiences, not the entire web of communication that they so often get involved in.

The Credit Hog

This person tends to accept the congratulations without having actually contributed and can even unknowingly take credit for your work as a leader.

The solution: Give credit where it’s due.

The natural reaction would be to correct any individual, especially if the offense is rampant. Instead, I always make sure to privately acknowledge the true contributor’s efforts, either through email or in meetings with senior people, almost creating a behind-the-scenes feeling of camaraderie. This continues to let the credit hog get the empty public accolades while, at the same time, strengthening team spirit with no one feeling left out or in open conflict.

The Prom King

Whether through natural charisma, a wholesome upbringing or pure strategy, this type always makes a point to greet, encourage and connect with everyone on the team. Even you may genuinely appreciate their charms. The problem is, the quality of their work doesn’t always match up to the quality of their small talk.

The solution: See them for who they are.

Don’t get frustrated or expect the prom king to have the same skills as the others may have. Simply delegate to them all the public presentations, networking and company social functions. The prom kind will generally thrive in that role, but if they feel underutilized, you can also provide them with small development opportunities, such as the task of creating a late-stage project plan or reformatting decks that the appendage likely botched — a win-win.

The Spock

This team member is a strategic thinker who sees far ahead but might not have the temperament or patience to play nice or feed egos.

The solution: See them for who they are, too.

Spock is the introvert to the prom king’s extrovert, so use the same tactic in reverse, giving them analytical, qualitative and robust work. Also, take the time to provide them with low-stakes public interaction so they don’t feel relegated to the shadows. You can assign them a scripted and pre-recorded, one-way webinar or have them lead a meeting with one or two of the team members who most appreciate them.

What’s the bottom line? Effective change teams aren’t born, they’re made. Failing to adequately manage these common behavior types is majorly corrosive to effective transformations. So, no matter the model or strategy, remember the most pivotal predictor of success is how effectively you manage your own colleagues, starting with these six most common types. Some solutions may seem tricky at first, but for me, the payoff has always been extreme.


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