People & Strategy Spring 2018 Vol. 41 No. 2 - 40

Foster Success by Balancing
Team Personalities
Consider the case of Brazenx, a disruptive
psychometric advisory firm with which we were
closely involved. Brazenx's two original founders
scored high on the vision and creativity scales
but were low on diligence. Founding teams
often score high on these scales because vision
and creativity are what drive people towards
entrepreneurial ventures.
As the Brazenx team grew, new members were
carefully selected to fill the gaps in the overall
personality of the team which led to a drastic
increase in the levels of planning and discipline
with the team. These new capacities were critical
to the team's success as a professional services
firm. Even more striking was how the culture
transformed. The team became more supportive
of each other and tolerant of missteps as they
were able to use personality as a proxy for explaining each other's behavior. We have no doubt
that these dynamics were a significant driver of
Brazenx's early success.

reinforce entrepreneurial behavior and provide autonomy
and space for employees to act creatively. While entrepreneurship is synonymous with risk, uncertainty, and ambiguity, it is our belief that data-driven human capital decisions
can help improve the likelihood of success.

Reece Akhtar, Ph. D., is a research and data analytics manager
at RHR International. He is an organizational psychologist and
data scientist specializing in applied personality assessment and
psychometrics. He can be reached at reeceakhtar@gmail.com.
Uri Ort is an organizational psychologist specializing in psychological profiling and people analytics. He is a co-founder at Brazenx and an adjunct instructor of talent assessments at New York
University. He can be reached at uri@brazenx.com.

References
1

2

3

For a psychometric firm, using assessment in
team design was an obvious choice. However,
with the simple guide we have provided in this
article, anyone can use personality to develop a
high-functioning entrepreneurial team resilient to
the challenges of a startup environment.

4

5

ward creativity and offer autonomy. Beyond rewards, it is also
important to ensure that leaders support and exemplify these
behaviors.

6

Bringing It All Together

7

Teams are the engine that drive entrepreneurial success.
No matter how talented the leader, without the right team
an entrepreneurial effort is bound to fail. Organizational
leaders and start-up founders who have a vested interest in
fostering successful entrepreneurial efforts must place a
premium on attracting and developing the right team. The
process of developing a high-functioning entrepreneurial team should be informed by multiple levels of analysis
considering the interplay between the individual, the social
environment, and the organizational culture.
Entrepreneurial teams are more likely to succeed if they
are comprised of individuals who together have four entrepreneurial behaviors of opportunism, proactivity, creativity, and
vision. In addition, successful entrepreneurial teams will include individuals who have increased levels of social capital
and who can provide access to the critical resources needed
to execute the team's mission. Finally, the team culture must
40

PEOPLE + STRATEGY

8

9

10

11

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Leutner, F., Ahmetoglu, G., Akhtar, R., & Chamorro-Premuzic, T. "The relationship between the entrepreneurial personality and the Big Five personality traits." Personality and individual
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http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Survey-Enabling-Culture-Innovation-Entrepreneurialism.pdf http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Survey-Enabling-Culture-Innovation-Entrepreneurialism.pdf http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Survey-Enabling-Culture-Innovation-Entrepreneurialism.pdf

Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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