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7 - Profiling³ in Leadership: Motivating Employees and Teams to Perform at Their Best

Controllers, only risk-averse preservationists - that doesn't last
long.

Diversity therefore usually has an invigorating effect. That is why
it is right to provide the individual personality types with tasks that
correspond exactly to their behavior and strengths, and thus to
assemble a team with distributed competencies in which the
strength profiles of the individual members complement each
other. According to the complementary principle, the
competencies and strengths of the team members complement
each other to form a "smooth-running machine" - we will
demonstrate this in a moment with the help of an example from
the sales area. In addition: In a study based on INSIGHTS MDI®,
researchers found:

High-performing teams are often made up of people who
complement each other in their skills, experience and
behavioral styles.

The following applies: The better each individual team
member is suited to his or her task, the greater the synergies
and the lower the potential for conflict.

Assembling teams according to role functions: the
team wheel

With regard to professional competencies, there has long been a
consensus: When putting together a team, care is taken to
ensure that the qualifications of the team members complement
each other in a meaningful way. However, the same should also
apply to the behavioral area. The results of Profiling³ and
especially INSIGHTS MDI® support you in identifying the special
skills of your team members.
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