Expertise Personalities & Decision-Making

Maria Boncanegra, Client Relationship Specialist

Employers and companies are increasingly focusing on culture and environment, the more intangible benefits of a work place, as a way to attract and retain talent. While Millennials are supposedly driving this shift, a company’s employees (no matter their generational inclination) and their clients can benefit from the results.

At Firefli, we actively cultivate a work environment and culture we all want; one that allows our collective and individual talents and skills to flourish.

We also try to seek out clients that fit well within that ever-changing mold. Open communication, transparency, and collaboration are hallmarks of this work. This culture better positions us to analyze situations and make decisions with our clients and for ourselves.

As a client relationship specialist, I spend a lot of time thinking about decision-making on the internal side of our business, and also from the client side. Most of our work is project based, and we value intensive collaboration with clients. Our approach, therefore, is to bring key client decision makers into our fold so that they really do become part of our team during the life of a project.

Occasionally, there are hiccups or a proverbial wrench gets thrown into my perfectly crafted timeline and approach to implementing our process (#projectmanagerproblems). Decision-making is a breeze (and dare I say fun?) when we operate in perfect-world scenarios. Since this is rarely the case, we spend time thinking about the challenges of decision-making as a risk management strategy and invoke the cultural values we have worked to instill to best define any given problem and to allocate the right resources for solving it.

At a weekly team meeting, I recently presented a brief synopsis of how personality type can affect or create mega-biases in decision-making. Though personality is only one of many factors that can influence decision-making, it is important for us to think in this realm since our team is constantly changing as we work through projects with clients. In particular, we looked at the Myers-Briggs indicators associated with processing information (sensing and iNtuition) and drawing conclusion (thinking and feeling).

For those that are skeptical about Myers-Briggs (hey, as an INTJ, I hear ya!), we approached the information on a spectrum, rather than with a binary, definitive lens.

Personality is one piece of the puzzle that helps us know our own strengths, and those of others’.

With this reflectivity, we are better equipped to effectively approach decision-making in a way that creates a satisfying internal environment, and allows us to exceed client expectations even when things do not go as perfectly planned.

Key takeaways:                   

  • Decision making for project teams can be complex, but taking multiple factors into account can help pin down pain points.
  • Understanding the many challenges of decision-making, including personality type, can be a useful risk management strategy for any project.
  • The potential for increased risk in a project occurs when personality traits lead to challenges such as Comfort Zone Biases.
  • Viewing biases through the lens of the Myers-Briggs Indicator Types can help teams reflect on individual strengths and impediments.  Through this exercise, project teams can best allocate resources that align with individual team members’ strengths.
  • The “who” and the “how” matter when it comes to cultivating an appealing work environment that benefits clients, current talent, and potential talent.

For more information on the Myer’s Briggs indicators click here.