Key takeaways
- Human potential is best realised when employees are placed in roles that match their natural work preferences and strengths.
- High-performing teams successfully balance eight core work activities, from pioneering new ideas to meticulous auditing.
- Modern leadership must shift from rigid control to adaptable styles that respect individual cognitive and emotional needs.
- Data-driven insights into work personality can reduce friction, minimise conflict, and significantly boost team productivity.
We often talk about 'potential' as if it is a hidden treasure buried deep within our employees, waiting for the right map to find it. In reality, human potential at work isn't something you find – it is something you create the conditions for. Many organisations struggle with disengagement not because their people lack talent, but because that talent is being applied in the wrong direction.
When we look at the modern workplace, the gap between what people can do and what they actually do is often vast. This disconnect creates a 'performance tax' on businesses, leading to burnout, high turnover, and stagnant innovation. To bridge this gap, we need to move beyond traditional job descriptions and start looking at the psychological drivers that make work feel effortless rather than exhausting.
At Compono, we have spent years researching how individual traits translate into collective success. We’ve found that every person has a dominant preference for how they approach their day – what we call their work personality. This isn't just about whether someone is an introvert or an extrovert; it is about the specific work activities they are most motivated to engage in.
Research into high-performing teams has identified eight key work activities that must be performed for a team to succeed. These include evaluating, coordinating, campaigning, pioneering, advising, helping, and doing. When a team is missing one of these elements, or when people are forced to perform activities that clash with their natural leanings, friction occurs. By understanding these profiles, we can begin to unlock the true human potential at work.
For example, The Pioneer thrives on imagination and problem-solving. If you place a Pioneer in a role that requires repetitive, detail-heavy auditing, you aren't just wasting their talent – you are likely causing them significant stress. Conversely, The Auditor finds deep satisfaction in precision and standards. They are the ones who ensure nothing falls through the cracks, but they may struggle if forced into a high-pressure sales environment.
Traditional hiring often focuses on a checklist of skills. Can they use this software? Do they have five years of experience? While these are important, they don't tell you if the person will thrive in your specific environment. Unlocking human potential at work means looking at the 'how' and 'why' just as much as the 'what'.
When we align a person’s natural work preferences with their daily tasks, we see a dramatic shift in engagement. This is because the work itself becomes a source of energy rather than a drain. At Compono, we help leaders reveal these insights through our People Intelligence Platform, allowing managers to see exactly where their team members sit on the work personality wheel.
Consider the role of The Campaigner. These individuals are natural promoters and influencers. They bring energy and enthusiasm to every project. In a team setting, they are the ones who 'sell the dream' and keep morale high. If you recognise these traits early, you can position them in roles where their influence has the most impact, such as business development or internal communications.
Leadership isn't a one-size-fits-all endeavour. To truly support human potential at work, leaders must be able to flex their style based on the individuals they are managing. This requires a high degree of self-awareness and an understanding of team dynamics. A leader who is naturally directive might find it easy to manage The Doer, who appreciates clear instructions and practical tasks. However, that same leader might stifle The Advisor, who prefers a more collaborative, democratic approach.
Effective leadership involves navigating the continuum between directive, democratic, and non-directive styles. For instance, in a crisis, a directive approach is necessary to ensure safety and efficiency. But during a brainstorming session, a non-directive approach allows Pioneers and Evaluators the space they need to innovate and critique without fear of over-regulation.
We see this in action within organisations that prioritise development. By using tools like Compono Develop, leaders can identify the specific growth areas for each personality type, ensuring that professional development is personalised rather than generic. This targeted support is a cornerstone of retaining top talent and building a resilient workforce.
Even with the best intentions, certain 'blind spots' can hinder human potential at work. Every work personality has them. The Coordinator, for all their incredible organisational skill, might struggle with spontaneous changes. The Helper, while essential for team harmony, might avoid necessary confrontations that lead to growth.
The key to overcoming these barriers is psychological safety and open communication. When team members understand their own blind spots – and those of their colleagues – conflict becomes a tool for improvement rather than a source of resentment. We recommend using worksheets like our 'Knowing Me' series to help teams share their work preferences and communication needs openly.
For example, when an Evaluator and a Campaigner clash, it is often because one is focused on logical critique while the other is focused on future possibilities. By recognising this as a difference in work personality rather than a personal failing, the team can find a middle ground that incorporates both rigorous testing and visionary thinking.
Culture is often described as 'the way we do things around here', but it is more accurately described as the sum of all individual behaviours within a group. To build a culture that sustains human potential at work, you must design it with intention. This means ensuring your team has a diverse mix of personalities that complement each other.
A team made entirely of Doers will be incredibly productive but might lack the strategic foresight of an Evaluator or the innovative spark of a Pioneer. Conversely, a team of only Pioneers might have a thousand great ideas but struggle to bring any of them to fruition without a Coordinator to manage the process.
At Compono, we believe that the Compono Culture, Engagement & Performance Model provides the framework needed to balance these activities. By measuring and managing the cultural health of your organisation, you can ensure that potential isn't just a buzzword, but a lived reality for every employee.
Key insights
- Human potential at work is maximised when leaders align individual work personalities with the eight core team activities.
- A balanced team requires a mix of types, such as The Coordinator for structure and The Pioneer for innovation, to avoid performance gaps.
- Leadership must be situational – knowing when to be directive for The Doer or democratic for The Advisor is critical for engagement.
- Addressing the natural blind spots of each work personality through open communication prevents conflict and fosters a high-performance culture.
Identifying potential starts with understanding natural work preferences. By using a work personality assessment, you can see which of the eight core work activities your team members are naturally drawn to, allowing you to align their tasks with their strengths for better engagement.
The eight core activities identified by Compono research are Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, Auditing, and Doing. A balanced team ensures all these activities are covered by individuals whose personalities match those specific needs.
Technical skills tell you what a person can do, but work personality tells you what they are motivated to do. Aligning work with personality reduces burnout and increases long-term performance because the employee finds the work intrinsically rewarding.
Leaders should use a continuum of directive, democratic, and non-directive styles. For example, a Coordinator might need more structure (directive), while a Pioneer thrives with more autonomy (non-directive). Flexibility is key to unlocking potential across a diverse team.
While core personality traits are relatively stable, how they manifest as work personality can be influenced by environment and experience. However, people generally have a 'home base' or dominant preference where they are most effective and energised.