Maximize your business potential by tapping into people’s natural strengths.
The Maverick Reference Profile—like all Reference Profiles—has many unique strengths and characteristics. Understanding the differences in your people can help you build a company that achieves the results you’re after. The same way you’d build a world-class sports team, knowing how your people think and work helps you optimize for success.
Characteristics of the
Maverick
Mavericks are out-of-the-box thinkers and tend to be undaunted by failure. They’re natural-born leaders who challenge the status quo and prefer to do things their own way. For a more detailed and accurate reading of your behavioral pattern and how it pertains to your unique business situation, schedule a consultation.
Natural strengths
Innovative
Goal-oriented
Visionary
Flexible
Common drivers
Opportunities to influence
Freedom from rules and controls
Variety
Competition
Blind spots
Technical work
Limited attention to detail
Delegates with loose follow-up
May appear tough-minded
The
Maverick
on a team
Mavericks are natural leaders. They’re known to be task-oriented and persistent. They thrive when given a goal and the freedom to determine how to achieve that goal. Teams are often designed by default rather than intention. A strategic, data-driven approach to building teams is what helps organizations win.
Business strategy and the
Maverick
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 Maverick, while they can do a variety of things well, they naturally gravitate toward strategic activities that seek to innovate and solve difficult problems in a new way.
Managing the
Maverick
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 Mavericks, remember that they’re assertive, proactive, socially-focused, and informal. They’re typically less effective with siloed work that requires exactness and accuracy with details. Mavericks also have a big-picture focus and a need to drive change.
Hand them the reins.
Give them freedom to work how they want to.
Allow freedom of expression; rigid rules and formality are typically off-putting.
Remind them of the details.
Provide opportunities for them to lead within a team.
Let them talk things out to determine the best course of action.
Explore talent optimization.
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.