Temperaments
We all have a preferred way of working, of being, of leading. Just because we all share the label of 'disabled' in no way means we are all the same!
Within Sync, there are many different people, and many different views of leaders and leading. You can read the very different (and often contradictory) views we all have on what makes a good leader, and as one Sync member put it 'don't put me in a box!'
Don't put me in a box!
If our views on leadership are different, it makes sense that the ways in which we work are going to be different. There are many varied tools and techniques out there that try and 'map' the ways in which we work and give us labels to define who we are. The Myers Briggs tool might define you as an ENTJ (Extraverted, iNtuitive, Thinking, Judging) or a ISFP (Introverted, Sensing, Feeling, Perceiving), for example. I know many people shudder at the idea of being further labelled - and also feel strongly that they can't be so easily classified.
Even Mark Wright, Sync's leadership expert, initially found the whole 'put me in a box' thing hard, being initially resistant to the idea of being predictable. He came though to a greater understanding:
... it came as a relief when I began to appreciate that temperament just describes my habitual inclination or mode of emotional response. It is the blank canvas upon which the rest of my experience, choices and personality have been painted.
I also think the temperaments are easier to get a handle on than many of the other models out there - there are only 4 to look at for a start!
So what might you be?
Here we are going to look at four main temperaments:
Artisans are trouble-shooters and good negotiators; they work with cleverness and timeliness. They like to learn through being actively involved and thrive on handling the unexpected, often at the last minute.
Guardians are stabilisers and consolidators; they work from a sense of responsibility, loyalty, and industry. They prefer to learn in a methodical way, and prepare for current and future eventualities. They understand the importance of rigour and standards.
Idealists are catalysts and energisers; they work by connecting with people about values and inspirations. They like to learn for their own development and will do so in personal and imaginative ways. They are often respected by others for contributing personal insight or a vision of possibilities.
Rationals are architects of systems and builders of process; they work on ideas with ingenuity and logic. They learn by establishing an analytical process for personal mastery and they are often recognized for contributing strategic rigour and thorough analysis.
Of course we all have aspects all the temperaments, or most of them, but most people can pick out a preferred one. You might also be able to 'spot' the temperaments of some of the people you work with, or are close to.
Leadership is about stretch
The key for leadership development is not only about knowing which temperament you are, but also about knowing which you can 'stretch to' in particular situations. You might be involved in a project or working with a particular person which needs you to approach things in a different way or go that little bit further.
Its this recognition that different people work differently, and that sometimes we have to modify our behaviour and approaches to suit the situation, that many disabled people already excel at.
As Sync member James Aldridge says:
you can become able to value difference, feel empathy for others, and use your own negative experiences to help recognise and understand the barriers that others may face. This can contribute to a leadership style that is based on the recognition of each person as a equally creative individual, and a way of working that is inclusive...
Its a real leadership skill to be able to recognise what people around you need, and modify your behaviour to suit.
It can be hard to recognise our skills - in all areas, not just this one. Especially as disabled people we might have been holding on to the belief that we don't have too many!
Jo Verrent, Sync project manager
