Pioneers, Drivers, Integrators, and Guardians

Making the Most of Cognitive Diversity When teams fall short of their potential, it's often because leaders don't know how to spot and manage the differences in how people approach their work--and as a result, some of the best ideas go unheard or unrealized. To help organizations claim this lost value, Deloitte's Suzanne M. Johnson Vickberg and Kim Christfort provide a framework for identifying and managing four primary working styles. Pioneers value possibilities, and they spark energy and imagination on their teams. Guardians value stability, and they bring order and rigor. Drivers value challenge and generate momentum. And Integrators value connection and draw teams together. Every person is a composite of these four styles, though most people's behavior and thinking are closely aligned with one or two. The four styles give leaders and their teams a common language for discussing similarities and differences in how people experience things and prefer to work. Once managers have identified the work styles of their team members and considered how the differences among them are beneficial or problematic, they must take steps to ensure that they're not left with all frustration and no upside. To get the most from the styles on their teams, leaders should (1) pull opposite types closer together to generate productive friction, (2) give more visibility and voice to people with nondominant perspectives, and (3) take extra care to get input from sensitive introverts, who risk being drowned out but have valuable contributions to make.