Three Ways Personality Tests Can Do More Harm Than Good
When employee morale is low and teamwork is lacking, well-intentioned bosses and HR professionals often think the solution is to host a “team building” session. They think that the root of the problem must be that employees do not know each other well, do not understand each other’s “styles”, and if they did, they would be better off working together. The work is stopped, the money is spent, and everyone is assigned to participate in a team building – or, as I sometimes call it, forced entertainment.
This is when personality tests or “style” assessments, such as the DISC profile, the Myers-Briggs type indicator, and others like them, are often used to help people better understand each other in order to improve teamwork. Many of these assessments are based on good behavioral science. They require an assessment to be completed and then a report is created that describes the person’s preferences and tendencies in communication, thinking, and energy use. Some also identify strengths, weaknesses, motivators and stressors.
The information presented in the report is interesting and informative for many. Many (but not all) develop an affirmative sense of self as well as an understanding of others. These assessments of “style” can help us understand why people do what they do.
However, there are also many limitations. Often these assessments are misused and sometimes do more harm than good. Here are three ways this happens.
Results turn into gossip
A friend recently shared that her small company bought everyone’s style score because “they thought it was going to be fun.” Employees were instructed to publish their results on the company’s intranet site. Then “everyone will know how to communicate with each other.”
No other context, instructions or information was provided. My friend looked at her report and quickly realized that it was inaccurate. After sharing this with several colleagues, they said, “Oh! Who are you? which she found intrusive. Then she heard others say things like, “Look at Jim’s style. I bet his style…” – The results of the evaluation turned into gossip with labels.
My friend confirmed that no one communicated better after sharing the results, which was the purpose of the exercise. Rather, everyone was talking about each other, leaving many feeling vulnerable and condemned. She said the drills took the organization off the ground for a couple of weeks.
The real mistake here was that the organization did the exercise without a trained facilitator who could explain what it means if the report doesn’t match the person’s self-assessment, and how to properly interact using the results.
False expectations set
Even with a trained facilitator, using style assessment to improve teamwork is likely to fail. Many trained facilitators are unaware of this because the companies that sell these tests offer them as a solution to teamwork problems. Here’s the thing though: knowing each other’s style doesn’t affect how the team works.
Rather, the most important factor in team effectiveness is psychological safety. This feeling of confidence that the team is safe for interpersonal risk. This means that you can admit mistakes, share concerns, or disagree with each other without retribution, and you are open to arguing and challenging your ideas without shunning or dismissing those who speak up. Amy Edmondson pioneered this research and has written extensively about it. Google also found this in their research. Knowing each other’s styles won’t help in a work environment where people fear punishment or embarrassment if they don’t agree with their boss or other people.
Moreover, teams need clear roles and responsibilities. In my work, I have found that the root cause of many problems in teamwork is a lack of clarity and fairness about who does what, when, and how. Conducting a team building to discover style does not make up for the lack of deadlines, expectations, or responsibility for the work.
When style scores are used to improve teamwork, they create false expectations that the work environment will improve. No wonder the team gets frustrated when things stay the same after the event is over.
Results applied inaccurately
Have you ever been asked in an interview about your DISC style or Myers Briggs type? I have, and didn’t know at the time that I shouldn’t have shared it. When I did, the hiring manager said in a flat tone, “Really. It’s so interesting”. I didn’t get a job. I have no idea if that was the reason, but now I know it was an inappropriate interview question.
Style score is not for selection or recruitment. They do not predict performance at work and should not be used as such. The hiring manager usually believes that one type will be more successful at work than another, but this is not true. There are reliable and valid benchmarks for predicting performance, and any company can find them. (It should also be noted that there is no magic combination of styles that will create the perfect team. Style also does not predict team performance.)
If someone asks you in an interview what your type or style is, just say, “I know these grades are not for hire, so I refuse to share it now. But I look forward to letting you know about it, as well as learning about you and your team when I am hired.”
As an HR professional, I have been a trained facilitator of these assessments for two decades. I am a supporter of them and I know that they can be a great tool for developing self-awareness. Combined with qualified training, they can help individuals and teams increase competence and improve relationships. However, they can also cause some harm. Understanding these limitations is another way for all of us to keep working to make our workplaces as satisfying and productive as possible.