In this presentation, the speaker explains that team members tend to fall into two preference types: sameness‑focused and difference‑focused. Sameness‑focused individuals value stability, depth, consistency and mastery, and may appear as blockers during change even though they are not intentionally obstructing. Difference‑focused individuals thrive on variety, innovation and flexibility, acting as self‑starting doers, but can sometimes pursue ideas that do not align with organisational priorities. The speaker warns leaders against treating both types the same, as this leads to disengagement and performance loss. He then provides concrete communication scripts: for sameness‑focused people, lead with stability and purpose; for difference‑focused people, lead with possibility and then discipline. Finally, he urges leaders to create a culture that recognises and balances both preferences so each can contribute their strengths—"sameness builds the engine, difference builds the edge"—and suggests reflecting on one’s own preference to avoid one‑sided motivation.
Chapters
You've got one team member who isn't keen on change, however small that change may be, and they actively resist it. And another team member who can't say no to it, who welcomes it. It's interesting. It's even exciting. It can feel like managing two different worlds because actually it is. And it's all based around preferences, sameness and difference. The first type is is sameness-focused people. They want to do what they do and be allowed to do it and do it well, repeatedly, without distraction. At times of change, sameness-focused people can be viewed as blockers or obstacles, even though blocking and being an obstacle is certainly not their intention. The value these people with this sameness preference bring to a team and an organisation is around depth, consistency, and expertise, mastery. They do one, perhaps two things extremely well and perhaps even known for their expertise, knowledge, and skill in that or those specific areas. Difference people, on the other hand, sameness is boring. They love variety. They light up at new ideas, innovation, getting involved in lots of different projects. Their value is giving new things a go, exploring, creativity, and indeed flexibility. These people aren't blockers. They're the opposite. They're the self-starting doers. But they can get caught up in doing the wrong things, the things that interest them but aren't potentially of value to your organisation or your team. Who can you think of in your team, or peers, or stakeholders who may demonstrate one of these two preferences, sameness and difference? But what's the big mistake leaders can make when managing a team? It's trying to treat both the same. One feels pushed, the other feels bored, both disengage, and performance can drop, and drop significantly. Here's just an example of how to communicate with each. With sameness-focused people, lead with stability first, then purpose. For example, Scott, this new way of working won't disrupt what's already working well. It will help make life easier and maintain consistency. Here's why it matters, and then explain. With difference-focused people, lead with possibility first, then discipline. Scott, this is an exciting opportunity that deserves some thought. Alongside that, let's also establish the framework to make it work and make it work consistently and be delivered on time. Sameness builds your engine, difference builds your edge. Both can work wonderfully well together. So as a leader, of course, your job isn't to pick a side. It's to create a culture where you can understand both, both preferences can thrive, so you can deliver what the organisation requires whilst also respecting the value of each and the people with those preferences. How about you? What's your own preference? Might some of your genuine attempts to motivate your team members sometimes fall flat because you're only focused on one of these preferences, perhaps your own? Have a think before you next communicate that exciting new opportunity or boring but much-needed change. You might find that your message resonates more with your audience when you consider both approaches rather than just use one.
