Author’s Note: When assessing teams and individual talents, one of the profiling tools we used is The Inventory for Work Attitude & Motivation, or better known as iWAM. With the tool, we can measure your people across 48 competencies, and over this series of articles, we will be exploring deeper into each of the different sets. And because it’s easier to reference them against their behavior, we will create fictional characters for each different competency sets. By fictional, do know that they do not reflect anyone in the real world. After all, the focus is their behavior and the psychology behind it, rather than the person themselves. The aim is so you can understand your team members and leaders better, what makes them do the things they do, and from that understanding, develop better work relationships.

Here’s a quick snapshot of Molly, someone who’s Breadth Orientated

  • Molly always talk about the big picture
  • She runs her department and manages projects from a “helicopter” view
  • She is good at delegating tasks to others within her team
  • When she thinks, she will think from a “big picture” angle as well
  • Sometimes it may seem that she’s quite random in her work, jumping from one area to another

Generally speaking, the Mollys of the world are good at managerial positions, mainly because of their ability to have a big and wife perspective on things. Because she is very “big picture”, she is able to see how different processes and business units connect. That also resulted in her being able to connect dots a lot easier, and often see the impact of actions further down the line.

Because of her naturally amazing clarity of the whole process flow, she is able to fit people into roles quite effectively too. Having someone like Molly on the team means you can also entrust her to delegate jobs and manages the overall project well.

However, because her view is usually very macro, she may miss out on the little details. Now, while she can delegate the nitty-gritty tasks out, sometimes it is very crucial that she pay attention to even the tiniest details, because as you know, in a process flow, one hiccup and affect the entire production line.

To work around this, a good practice is to have certain checklists, or milestone reports, to ensure that the projects are running smoothly and on track. You can encourage Molly to delegate these task out, but ultimately, she still has to sign off, and not let that decision slide.


Here’s a quick snapshot of Joshua, someone who’s Depth Orientated

  • Joshua is all about the details
  • He likes to make sure that everything runs in proper sequences, and the necessary check lists are being crossed off
  • He is very good at picking up the small things that can potentially affect the outcome of the project
  • He usually talks about the specific, the details, and usually the order of things as well
  • He deep dives into conversations and researches, sometimes spending too much time compiling information

Joshua is like an information library, and once he focuses on a task, the joke around the office would be, “Even a fire will not steal him from his attention”.

The details are the key modus operandi for your team members like Joshua. You can expect them to scrutinise figures, go over charts and numbers a couple of times, and even identify potential issues. Combine this trait with Problem Solving from this previous post, and boy, do you have a top-class trouble-shooter on the team.

But because Joshua is so focused on the details, he will lose out on the bigger picture. Sometimes he wouldn’t wonder about the significance of the work he is tasked to do, because he cannot see how it affects the end outcome. Like a horse that’s being outfitted with blinds, he’s motivated when he’s focusing on specific areas of work, where he can dive deep to obtain more info, and to watch the inner workings of a project/department/machinery. Your other team members may feel that Joshua is too “left out” or slow, because he can’t see far beyond the responsibilities at hand.

If you have Joshua on your team, leverage on his amazing eye for detail, and channel it to process improvements and keeping the machine well oiled. At the same time, encourage him to take a few steps back and view the bigger picture, and when he starts connecting the dots better, he can actually dive in again and take the process improvement up a notch, often eliminating unnecessary processes that are insignificant in the long run.

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