Harness the power of diverse thinking

Currently, fostering differences in terms of race, gender, orientations and other physical characteristics are a high priority for many companies. But what is often discounted is the less obvious (and often harder to identify) diversity dimension reflected in our thinking and working styles, our personality differences, our motivational drivers as well as the value of professional backgrounds.

I think we all have those moments, where we just “click” with others. And oftentimes, these people are very much like ourselves. It is of course easy – you tend to get along well, and you don’t need a lot of words to understand each other. And while doing this within a circle of close friends probably makes sense, we should challenge ourselves to ask “are we bringing this attitude and approach in the workplace?”

• Do you have a preference for thinking things through before you talk?
  

Or

• Do you prefer to brainstorm in a bigger group and “talk things through?”

We all have different preferences, but if we find it easier to work with colleagues who are very similar to us or share the same preferences, then we are exhibiting what is called the Similarity Bias.

Studies have shown that where managers are free to choose between different applicants, they are more likely to select a person who is similar to themselves, has a similar personality, schooling history or ethnic background. 

How do we recognize and overcome this?

Detecting the power of complementing each other and leveraging each other’s strengths.

As leaders, we benefit a lot when we leverage the strengths of our employees who have different preferences and backgrounds. As an example, a person who is very innovative, creative and inspirational, benefits from being complemented by a highly analytical team member with an eye for detail. If you form a team in which everybody thinks like you, you prevent colleagues from complementing each other.

When you hire a new employee to your team, try to be self-aware and mindful of the differences and unique qualities this candidate can bring to get the best results.

Homogenous groups will most definitely experience less conflict because everyone is always on the same page. But if you are looking to innovate, create and invent products, services and ideas, then diversity in thinking will give your team the edge it needs to thrive.

This article from Harvard Business Review – on how teams solve problems when they are more cognitively diverse – shows a significant correlation between high cognitive diversity and high performance

Questioning with openness and curiosity

Another way to overcome similarity bias in a hiring process would be to ask the candidates what THEY can bring to the team instead of a checklist of qualities you are looking for. Posing a question such as “what perspective can you bring to our team” creates the opportunity to hear what the candidate can bring to the table and gives you as a leader the chance to reflect on how does this complement rather than fit into the team. 

Differences need to be facilitated

If you have just established a team that consists of very different personalities, issues may arise. My recommendation is to foster an open dialogue and develop a better understanding of each other and the way each individual prefers to communicate, as well as to value what each team member brings to the team.

In my team we have recently run an Insights Discovery® session and it helped us to understand ourselves and each other better. Insights Discovery® elaborates on what makes up an individual’s personality using a “4 color energy preference” model. Each of the 4 preferences is associated with certain traits that people show in one way or another. This tool provides a positive and open approach for communicating, appreciating the value that different preferences can bring and turning potential conflicts into constructive dialog. 

As leaders, I think that we should be mindful when setting up our teams and we shouldn’t just look for a “copy of ourselves” or a “mini-me.” Instead, we should look at how different team members can add different values and perspectives, and then create an environment to allow for these preferences to shine and work in harmony. Does it require a bit more work and effort?

Absolutely, but it pays off! I, for instance, have a high preference for being sociable, dynamic and enthusiastic and I am always looking for a balance to have somebody on the team who is questioning, precise and cautious. Sometimes I get irritated when I want to drive a project forward enthusiastically and I get cautious questions, but I recognize that in combination both dimensions improve the chances of our projects succeeding! This compels me to challenge my personal preference and encourage different modes of thinking and working in my team.

Do you surround yourself more with people like you or those who are not?

Published: March 2021