Managing Difficult Personalities on Your Project Team

  • by Davin Wilfrid, Former Contributing Editor, SAP Experts
  • March 1, 2009
Management
When it comes to building and managing a successful project team, selecting the brightest minds is not enough, according to William Ziska of Deloitte Consulting. It is more important, he says, to know how the various personalities on the project team can influence the behavior of other team members.

“Getting the smartest people won’t necessarily help your project. People who can be participatory team players, accomplish goals and tasks, and have a common understanding are the ones that will mix,” he says.

Ziska cites the work of Daniel Goleman, author of the bestseller Emotional Intelligence, who estimates in his follow-up book Working with Emotional Intelligence, that IQ accounts for only 4% to 25% of work performance, while emotional intelligence — a mix of self-awareness, self-regulation, motivation, empathy, and social skills — accounts for 75% to 96% of performance.

Identifying the various personalities on your project team — especially those most likely to be disruptive to the project — can help you avoid thorny issues later on, says Ziska.

Davin Wilfrid

Davin Wilfrid was a writer and editor for SAPinsider and SAP Experts. He contributed case studies and research projects aimed at helping the SAP ecosystem get the most out of their existing technology investments.

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