Estás a cargo de un equipo con estilos de trabajo contradictorios. ¿Cómo se cierra la brecha para obtener un rendimiento óptimo?

Lo más importante en la gestión de equipos, empieza por la gestión de personalidades. Cada persona es un mundo y ve un mundo, si eres capaz de adaptar tu comunicación a sus necesidades, tendrás un aliado para siempre… Y cuantas más personas te sigan, más tendrás de tu lado para atraer al resto a vuestro ritmo. Tú debes ser capaz de tocar la flauta de Amelín, y las notas (las personas que te sigan) harán la música por ti.

Start by identifying each member's strengths and preferences through open discussions. Foster a collaborative environment where diverse approaches are valued. Implement flexible strategies that accommodate different styles, such as combining structured planning with creative brainstorming sessions. Promote clear communication and mutual respect, encouraging team members to appreciate and leverage each other's strengths. Regularly review progress and adjust strategies to ensure cohesive and optimal performance.

To start, assess each team member's work style by observing their daily operations and possibly using personality assessments or feedback surveys. Identify those who thrive on collaboration versus those who prefer solitary work, who focus on details versus those who see the big picture, and other distinctions. Recognize that these styles aren't inherently conflicting; they represent different approaches to achieving the team's goals. Your role is to map out these work styles and explore how they can complement each other effectively.

- Have every team member discuss their strengths, preferences, and work style as well through a process of exploration and assessment - Understand how personality communication styles and problem-solving differ within the team - Identifying common ground as well as the potential for conflict.

- Ensure Team Goals, Timelines, and Deliverables are communicated clearly - Set operating principles: how we will work together, make decisions, and deal with conflict - Have everyone understand their responsibilities, what they need to bring in and how, and be open about the importance of flexibility & adaptability

Open communication and collaboration is vital for bridging gaps between different work styles *and* for finding commonalities where the team can begin to build bonds. Some effective approaches include: Hold regular team meetings and one-on-one check-ins Foster an environment of psychological safety Encourage expression of diverse perspectives Combine and collaborate for different viewpoints to drive innovation and team cohesion

Help them know each other. In my role, I had two different positions that often found themselves at odds when we were all actually working on the same goal. By getting to know one another, they learned about eachothers roles. They learned about the stresses that each other face. I've always known it is difficult to dislike someone you really get to know, so that is what I try to set up, opportunities for them to quickly get to know each other. And over time, they came together.

- Assess individual skills and strengths. - Give them responsibilities and tasks according to their styles, and strengths that also help in contributing towards the job of a team. - Share knowledge to help team members learn from each others' expertise.

- To immediately tackle every dispute or tension cropping up among the team members. - Enable healthy dialogues that can lead to a meeting of the minds and meet-in-the-middle solutions. - Offer advice and counseling to assist team members in managing their differences constructively.

In the past I managed teams with people with conflicting styles. Some people were disruptive and some other very focused on delivering. The first ones used to look for new ways of doing something but they often lack in delivering results. The second ones delivered perfect things on times but they fail in challenging the status quo. I obtained the best results when I force them to meet together and to appreciate their strengths. So the disruptive ones accepted to be guided by the others on deadlines and KPIs. But they also I had the chance of changing some working methods for the whole teams. There is no perfect style. There are very good things in every style