Opportunities to reflect
Freedom from structure and rules
Can appear tough-minded
Doesn’t like working under close supervision
May be overly frank
Doesn’t like too much structure or direction
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 Venturer, 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.
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 Venturers, remember that they’re venturesome, intense, outspoken, and self-motivating. They work best when they can lead the charge and do things their own way. Venturers are also creative problem-solvers. When managing this profile, consider some of the following suggestions:
Keep it high level.
Don’t micromanage—let them prove themselves.
Let them move quickly and try new things.
Remind them when decisions need to be made collaboratively.
Provide opportunities for them to lead.
Build a work environment that’s receptive to new ideas, change, and risk.
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.