Connection with others
Variety and change
May appear authoritative
Struggles to follow structure or direction
Can seem brusque
Before you know whether someone is the right person for the job, you need total clarity and alignment on the results you’re after. What’s the goal or desired outcome? When we ask questions like this, we get a better understanding of the need to align people strategically for specific results.
When you put people in the right roles, you avoid turnover, toxicity, disengagement, and lost productivity. In the case of the Captain, while they can do a variety of things well, they naturally gravitate toward strategic activities that seek to drive change and innovation.
Often managers try to manage everyone the same way—and that’s usually the way they like to be managed. But this approach can backfire. People like to be managed differently—and it may not always be in a way that comes naturally to you. Even beyond the individual needs, teams require different leadership styles. You wouldn’t manage a sales team the same way you’d manage a team of developers.
When working with Captains, remember that they’re assertive, results-oriented, diplomatic, and impatient. They’re typically less effective in environments that require strong adherence to process. Captains are most effective working with other people and getting buy-in for their ideas. When managing this profile, consider some of the following suggestions:
Give them challenges and problems to solve.
Provide opportunities to work with and lead others.
Allow them to figure out their own approach.
Let them communicate and involve others.
Provide learning and development opportunities.
Offer flexibility in their activities.
Companies that struggle to build high-performing teams are often missing critical people data. With The Predictive Index and talent optimization, you can stop guessing at how to get the most from your people— and better align your people to deliver on the results you’re after.