Playing to Your Strong Suit as a Spade

Welcome to the Personality Poker Podcast. The podcast where we discuss how you play with a full deck. We talk about how do you as an individual play to your strong suit, how do you make sure that you are playing with a team that has all the different styles and then you figure out the best way to deal out the work and shuffle the deck. This increases innovation and collaboration in ways that are unexpected, that can drive incredible business growth. So we are going through the Personality Poker book, which is now available for purchase on Amazon. And in today's episode we're going to start diving into the details of the suits. And so the suit that we're going to talk about today as we go through this is to go up close and personal with the spades. Now, as you're going to hear in this episode that the spades are the people who like to dig for data. That's how I like to think about it. Spade looks like a shovel. And so they're the ones who love data. And it's a great person to have on your team if you want to make decisions based on facts, data, information and reality. Now, a lot of times when it comes to innovation, we don't think of these people as being innovative, but in fact they are critical and as you will hear later on in the book through this podcast, is that they are actually incredibly important because data helps us determine the best problems to solve. So when it comes to innovation, it's not about new ideas, it's about solving problems. It's about identifying the biggest opportunities and the spades are going to be the ones who are masterful at that. So with today's episode, we are going to dive into the spades. The book again is available on Amazon. Be sure to get your copy if you have not done so. I'll see you next week. Enjoy my AI Voice clone who will be reading the rest of this chapter.

Part 3 Playing to youo Strong Suit Maximizing the Contribution of each Style Chapter five Up Close and Personal with the Four Styles Getting into a little more depth with the four innovation styles and their sub styles will provide valuable insights and personal and tools for working effectively within teams. Although understanding your particular style is useful and interesting, it helps to also review and understand the strengths, challenges and differences among all styles. Familiarizing yourself with the contributions and impressions that each style brings to the organization will help you to determine why you work more harmoniously with certain suits while others drive you crazy. After reading this section, you may still be hungry for more information about the styles. Unlike books that are dedicated to describing different personality styles. We have only one chapter devoted to the subject that's by design. Part of the reason is that our focus here is on team collaboration. We dedicate more space to innovation, hiring and the philosophy of playing with a full deck. The other reason is is that the label is not what matters. Personality Poker is intended to be a conversation starter. As you become more immersed in the whys and hows of Personality Poker, you may be tempted to label people too quickly. Don't. Its primary purpose is to examine yourself for answers while learning how to relate to and get the best from others. Take time while playing the game to discuss your card selections with your team. Describe your personality in your own words. Share your personal experiences. Use the cards as a catalyst to stimulate an insightful learning and appreciation of your team members. This chapter is not intended to be read from start to finish. Skim each section and read those which are of greatest interest. Of course you will want to read up on your style, but also read the descriptions of key co workers or family members for each style and sub style. With the exception of spades, there are five suitable style overview including strengths pitfalls that those with that suit should watch out for how to spot that suit without playing Personality Poker how to effectively communicate with that suit how to maximize the contribution of that suit up close and personal with the spades when asked what he would do if he had only 60 minutes to save the world, Albert Einstein reputedly responded, I'd spend 55 minutes defining the problem and 5 minutes finding the solution. Although it is doubtful you would ever be called upon to save your company in an hour, if you are, be sure to rely on spades to handle the awesome task of gathering the necessary data to define your specific problems. Spades are research driven, analytical and exacting people who love to jump chest deep into the data on hand, then skillfully break it down until reaching a cohesive understanding of the predicaments and challenges within any organization. Where might you find these intellectual zealots? Look in libraries, research labs, information technology departments, banks, and at the CFOs of major corporations. Spades can range from the stereotypical geek who knows everything about technology and science to the accountant who prepares your taxes. Any job where the gathering and synthesizing of facts and figures is the primary responsibility is a natural magnet. For most spades. This function is a critical component within the innovation process, relied upon more heavily than ever in today's exceptionally competitive economic climate. In times like these, when there is a blurring of true product differentiation, many of the more successful organizations are turning to analytics to drive critical decision making. Analytics, the bread and butter of most spade types, refers to a sophisticated quantitative statistical analysis and predictive modeling that drives strategic decisions. Successfully used by many market leaders such as Amazon Capital One, Harrah's, and the Boston Red Sox, analytics show the tremendous value that the spade role plays within the organization. In fact, competing on analytics was rated one of the top management ideas of the Last Decade, 1999-2009 by Harvard Business Review. Aside from the formulation of strategic direction, another critical spade driven function exists within the realm of research and development. R and D R and D departments are teaming with spades who are patiently working to uncover the next breakthrough discovery. This is a nurturing environment for spades who are allowed to work at their own pace, unfettered by deadlines. Unlike their diamond counterparts, whose attention span is shorter, spades have the internal fortitude to withstand the time it takes to unravel exceptionally complex problems, be it 10 minutes or 10 years. Dr. Amar Bose, founder of Bose Corporation, a leader in sound systems, decided to broaden his purview to car suspension systems. His interest in improving suspension design first surfaced back in 1958 when he bought a Pontiac Bonneville with an Everlevel air suspension that replaced steel springs with airbags to better absorb bumps. This was not Good enough for Dr. Bose. For over two decades, he tinkered with various designs. Then, in 1980, he started a formal top secret project designed to finally solve this problem. He and his engineers spent the first five years just testing mathematical theories and running computer models. It wasn't until 2004 that he unveiled the results. More than 20 years have passed since he formally began working on this initiative, and many say that Dr. Bose's determination, even in his 80s, has not wavered one iota. This scenario highlights those characteristics that can be relied upon from the spade unmatched determination, the love of solving complex challenges, and the ability and patience to review and analyze the extensive data needed to resolve virtually any problem. High versus Low Spades with the other three suits, the differences between the high and low characteristics are significant. In some cases, for example, the high cards can seem like an entirely different style from their low counterparts, especially for the clubs. However, with the spades, the difference between low and high rests squarely where they obtain power, energy, and understanding. Low spades require more time to reflect on critical decisions. They go inward to find the solutions. High spades, on the other hand, may participate in activities where they learn and resolve a problem through working with others. High spades revel in opportunities where they are allowed to verbally share the extent of their knowledge, while low spades may resort to using technology to boast about their wares. I like to joke that the low spades know a lot and the high spades want you to know that they know a lot. Spades make incredible but often underappreciated contributions to the innovation process. If you are a spade, there are a few things you need to watch out for Spades suffer from analysis paralysis Undervalue interpersonal connections Fail to see the big picture Become reclusive Skeptical Know it alls Suffer from analysis paralysis Given the responsibility to solve extraordinarily complex and daunting challenges, spades perform brilliantly. However, their factual and painstaking nature can pose a different set of challenges for the organization. Having copious data to make a decision is an innate need of a true spade. This need can make them easily fall prey to analysis paralysis. Their data can rapidly turn from being a useful tool for resolving problems to to a pit of quicksand preventing them from moving forward. In addition, they become fixated on finding what they deem to be the only right course of action. Both of these factors make spades prone to missing deadlines and impeding progress. Spades must remember that sometimes done is better than perfect. By using a build it, try it, fix it approach, you can gather facts by learning and doing rather than by studying and thinking. Undervalue Interpersonal connections Recently, while watching a television sitcom, I was amused by a particular episode that focused on a stereotypical geek spade who wanted to expand his base of comrades. His initial approach took him first to the Internet, then to the library with the intention of identifying the how to's of making friends. When his extensive research did not produce the desired result, he quickly generated an intricate flowchart with several if then scenarios that he mechanically executed while on a phone discussion with a would be friend. Needless to say, the results were hilarious and disastrous. While this is a far fetched example of the interpersonal abilities of the analytical spades, they do tend to shy away from the communicative niceties that come more naturally to their red suited counterparts. Spades are thinkers. As a result, they focus less energy on the emotional aspects of interactions. It serves a spade well to carefully consider the human element at play and identify areas where deserved appreciation can be given and share those sentiments. Fail to see the Big Picture Sometimes the spades can't see the forest for the trees. They love to drill down deep and thoroughly into one particular area at a time. While they will uncover reams of helpful data. This laser light focus can create a myopic view of a challenge, preventing them from seeing the bigger picture implications of a problem. A spade would benefit by paying attention to the wider ramifications along with the present realities when solving challenges. If this is too difficult, gaining support from the multifaceted idea generating diamonds may balance off their more focused perspective. Become reclusive, Skeptical, Know it Alls when under stress, spades can isolate themselves from the world and delve into activities where they are most comfortable. They can become recluses, perfectionists and or highly critical of everything and everyone, particularly themselves. On the other hand, some spades can become overbearing know it alls, pontificating rather than educating. Also, at times, their healthy skepticism can turn into an unproductive cynicism. Spades should try to keep an open mind and recognize that not everything can be scientifically proven. Spotting a Spade how will you know if you are in the presence of a spade without playing personality poker? Listen for their verbal cues. Spades are inclined to ask questions about facts or say something that indicates a lack of understanding. Questions spades may ask are what does this mean? How much is this? What is the difference between the options? What can you tell me about this? Their body language is indicative of their way of thinking. Spades will sometimes scratch their heads or stroke their chins when pondering a challenge. If they are skeptical, they may cross their arms. While their body language may be loud and clear, spades have a propensity to be somewhat quieter than the other suits, especially the low spades. Communicating Effectively with a Spade because of their more subdued nature, spades do not always articulate their opinions, but that doesn't mean they don't have any. It may take a bit of prodding, but it's worth taking the time to explore their valuable input before proceeding to the next step. When spades do share, be careful not to interrupt or criticize. Criticism is a spade's greatest fear. They consider criticism of their work and knowledge a personal attack. If you are a heart, recognize that talk of emotions and feelings will be lost on the more cerebral spades. They do not see the need to initiate conversations with social niceties and idle chatter. They see this as superfluous and prefer to jump directly into discussing the specific matter at hand. To get the most reception from a spade, emulate their reserved body language. Keep your voice slow and at a low volume. Loud and energized discussions may agitate the calmer spades. They are interested in substance and are less persuaded by enthusiasm when posing a question or opinion. Allow long silent pauses. Since spades are thinkers, they need to reflect before they speak. Thinking off the cuff and making gut reactions are not their strong suits. So email can be a great communication tool for spades, allowing them reflection time before responding. Maximizing the Contribution of Spades if spades are not well represented on your team, you may be missing the mark. If they are present, knowing how best to capitalize on their capabilities and talents can achieve maximum benefit. To get the most out of spades, you should enlist their knowledge. Impose a deadline Acknowledge their knowledge Sell the facts and features Enlist their knowledge Be sure to enlist the assistance of spades when digging for the truth. They take pride in their ability to provide great details on virtually any topic. Their focus is on why change is needed. Their tenacity for coming up with an applicable answer is beneficial to any organization. Because of this, spades make exceptional devil's advocates due to their depth of knowledge. Capitalize on that they will challenge decisions at every turn. This is a valuable skill that helps flush out subtle problems and concerns that could thwart the successful completion of a project. Appreciate their skepticism as a contribution rather than dismissing it as an annoyance. Impose a deadline the downside of spades compulsion to play devil's advocate is the amount of time this process can take. Impose and clearly communicate the deadline when working with spades and stick to it once it is set. Ensure that spades are aware that a decision will be executed by that deadline and it will not be extended. If you find that a spade is still unwilling to make a decision by the deadline, ask what additional data do you need to help you come to a conclusion? Acknowledge their knowledge While most would never quibble over receiving a bonus for accomplishments, spades are more motivated by other types of recognition. They seek out accolades more akin to getting an article or book published or receiving a patent for their inventions. Recognizing their achievements publicly in this way will better motivate a spade. Acknowledgment by their peers is valued most. Their level of stature in their direct community can be one of the highest forms of motivation. Sell the facts and features when making purchases. Spades select function over form. The esthetics of a product are less important factors in their decision making process. Include as much data about the product as you can. Facts and figures, especially those that have been scientifically proven, will win over the sometimes skeptical spades. For example, when buying a car, spades will read every issue of Consumer Reports as part of their process. The same holds true when trying to sell a spade on your ideas. Give them as much statistical evidence as possible. Spades are critical to the success of any innovation effort. Without them, you might be driving blind without the necessary facts and data to support your decisions. If you find a way to take full advantage of their intelligence and expertise, you will develop better and more relevant innovations.