One of the primary aims of the LH Dynamics test is to help create cohesive, high-functioning teams based on understanding, acceptance and trust i.e. teams in flow. In order to create and sustain such teams, we must understand what each profile needs to get into and stay in a state of flow.
When we put a team member in a position in which they’re not in flow, it’s only a matter of time before we too aren’t in flow. For that, we really only have ourselves to blame.
Creators are best at getting things started, and although they can be quick to create chaos, they can also be surprisingly creative at finding ways out of chaos. Always put them in charge of new projects but move them on quickly to the next project once their job is done.
Creators are able to see the big picture and rely on their intuition rather than facts and figures to guide them. Their over-optimism is their greatest strength when it comes to their vision and their greatest weakness when it comes to what they believe others can achieve. As a result, many Creators succeed in developing new ideas, only to struggle with execution, taking on too much and expecting too much of others.
To get into flow, Creators need to stay focused on creating and surrounding themselves with a team or partners who can execute better than they can. In this way, they create far more value for everyone.
Creators are task-driven leaders and are visual communicators with short attention spans, so get to the point quickly. To get the most out of Creators in your team, put them in positions in which they build trust most effectively – via their innovative ideas. Support them in other areas including communication, service and attention to detail. Allow them the space to nurture flow by taking on new initiatives, with the freedom to provide feedback on both the big picture and creative detail.
Supporters are the best people managers but don’t expect them to come up with the plan themselves. Build a plan and set goals with a Supporter, then allow them to lead the team towards the plan. Let them establish their own management style and their own agenda. Always provide them with an environment of fun, variety and celebration.
Supporters are outgoing, loyal and fantastic networkers. Their value is in the relationships they create and their enthusiasm. Left to themselves, however, they can be indecisive and become lost, like fire without wood. But when given the opportunity to build their own team, the team can outpace, outsmart and outperform the most quick-witted competitor.
To get the most out of Supporters in your team, put them in positions in which they build trust most – via their communication talents. Support them in other areas, including creative strategy, service and detail. Allow them the space to develop flow through making connections and allow them the freedom to grow the team and nurture partnerships.
Supporters are hands-on, people-based connectors, who inspire loyalty and motivate others. They like being out front and communicate best through casual conversation; they bring concepts to life through stories and participation. Help them get in their flow by showing appreciation for what they do and give them a chance to appreciate and value others.
Traders are your best negotiators as they look for balance and fairness. Human resources and project execution are key areas for success and flow. Traders will have their ears to the ground in your market and your team, and they will always look for harmony and equality in the team.
As Traders are sensory, they are best at understanding customers and find balance in a conversation/negotiation by seeing both sides. They competently manage projects by bringing people and systems together to deliver results. They react to events as they take place and are likely to take the next step based on how everyone around them is feeling and thinking. Based on what they discover, they determine what is needed rather than simply following steps in a plan.
To get the most out of Traders in your team, put them in positions where they build trust most – via their sensory skills and service. Support them in other areas including attention to detail, innovation and communication. Allow them the space to create flow by giving them the freedom to listen, get a feel for the situation and act accordingly.
Traders lead far better through daily activity, where they receive ongoing input to inform their decision-making, rather than through long-term milestones. They need time to communicate and are happier when what they say is backed up with research and examples. To help them get into flow, allow Traders to be hands-on, in the centre of the action, with everyone doing what’s needed as needed.
Lords are your best analysts. Give them the space to study the details and to deliver data. Don’t ask them to network as they are strongest when focused behind the scenes. When you need to keep count or keep score, give the job to a Lord and they will always be the most reliable in keeping track.
Lords love detail and are renowned for their thrift. They don’t have time for politics or niceties and would rather deal with simple legwork than fancy footwork. Lords love certainty and hate risk. They also prefer to keep to themselves, carefully studying the details, with their analytical skills, risk aversion and need for control as their greatest strengths.
To get the most out of Lords in your team, put them in positions where they build trust most – via their measurement of details. Support them in other areas, including innovation, communication and service. Allow them the space to develop flow through their natural control and discipline, with the freedom to analyse the details and fine-tune their findings.
Lords are great at finding inefficiencies as they analyse every detail and stay in fanatical control. In communication, Lords want to see all the details and instructions in writing and will be the first to put things in writing themselves. To help them get into flow, give Lords certainty and a routine, where they know what comes next and they have a chance to check the results to see if they came out as predicted. Given them clear feedback and scores that they can improve upon.
Stars are the best promoters and need to lead from the front. Give them the chance to shine and give them the space to deliver results without tying them down. Support and encourage them and they will be the best spokesperson for the group. Discourage them and they will be the biggest critic.
Stars are the easiest of the profiles to spot. Obvious Stars can be found in sports, music, film and entertainment. The highest-profile CEOs, salespeople and trainers also achieved their success by following their natural path as a Star. Naturally extroverted, Stars are happy around others and are comfortable being the centre of attention. In fact, their creativity comes from the conversation more than when sitting alone.
To get the most out of Stars in your team, put them in positions in which they build trust most – via their innovation and communication. Support them in other areas, including service and detail. Allow them the space to nurture flow through connecting with respect, with the freedom to take the stage and connect with people.
Stars strive for high standards and will often switch things at the last moment to suit the occasion. Their leadership is by inspiration and leading from the front. Help them get in flow not by blocking their light but by helping them to shine it on others. Stars get in flow when they have a great idea or project to focus on and grow, so direct them and then give them space to shine.
Dealmakers are the best peacemakers and will leave everyone feeling good. Don’t expect them to ‘cold call’ as they thrive on nurturing their existing relationships. Work with Dealmakers to foster relationships within the team and, when things get too ‘hot’, Dealmakers will cool things down.
Dealmakers are natural communicators, influencers and negotiators. They have a great sense of timing. As a result, they can easily become intoxicated by their own success, looking for each negotiation to be more successful than the one before.
To get the most out of Dealmakers in your team, put them in positions where they build trust most – via their communication and service. Support them in other areas, including long-term strategy and detail. Allow them the space to create flow through their connections and partnerships, with the freedom to be in the moment and react accordingly.
Dealmakers lead best when they are in constant conversation with their ‘ear to the ground’, not isolated from the crowd or stuck in the back office. They need to hear all sides, so communication is always in stereo. To get into flow, let Dealmakers shine when they have a project or task for which they need to gain support or enrolment, and when they can speak on behalf of the team.
Accumulators are your best ambassadors. They are reliable, get things done on time and don’t make rash decisions. Accumulators make the best project managers when a task or project needs to be delivered on time and on budget. They are the reliable organisers in the team.
Accumulators always prepare thoroughly and the most successful can be found doing their homework. A natural Accumulator is successful by patiently sticking with what works and taking the necessary steps. They can struggle as a result of keeping too much to themselves rather than building the team who will network and speak on their behalf.
To get the most out of Accumulators in your team, put them in positions where they build trust most – via their service and focus on measurement. Support them in other areas, including innovation and communication. Allow them the space to create flow through their sense of presence and discipline, with the freedom to act accordingly.
Their analytical skills and sense of timing make Accumulators excellent project managers who will find a way to deliver what is needed on time. They communicate best when writing things down and presenting clear concepts, data and numbers. To help them get into flow, give Accumulators the space to first study the details and get everything in order. Don’t put them on the spot.
Mechanics are your best completers. They will wrap up the process and find smart ways to do it better next time. Don’t ask a Mechanic to start from scratch; rather, give them an existing process or product to improve upon. They work well on their own and often find social situations uncomfortable.
What they create tends to be built to last. Endless perfectionists, Mechanics will keep finding ways to improve their system or process, making things simple and smart. They are hands-on and prefer to study how to improve things by ‘getting their hands dirty’. Mechanics find their flow when allowed to focus on efficient operations and leave people management to others.
To get the most out of Mechanics in your team, put them in positions where they build trust most – via their detailed focus and creativity. Support them in other areas, including communication and service. Allow them the space to create flow through their sense of measurement and initiative, with the freedom to continually fine-tune systems and processes.
Mechanics lead best by staying out of the fray and seeking ways to perfect a process or system, and having a team implement those processes or systems via thorough training. They communicate best when they have information to show in new and interesting ways, and when they have the time to prepare properly for a presentation. To help them get into flow, give Mechanics a series of smaller projects rather than one big project and acknowledge small wins as they occur.
