The personality cage

One wise guy says, “I went to a psychiatrist today. She told me I had a split personality and charged me P2,000. I gave her P1,000 and told her to get the rest from the other idiot.”

Another person says, “My doctor says I have narcissistic personality disorder. But that’s impossible. As the smartest man alive, I think I would have noticed.”

And finally, here is the last one: “The Russian doll that I got for my birthday has a terrible personality. It’s so full of itself.”

Don’t take these funny stories about personality seriously.

Of course, they are not real. Or are they?

We often invest significant time at work trying to understand our colleagues.

Some speak up readily, while others remain quiet one.

 Some embrace new ideas quickly, while others hesitate.
Feedback can motivate one person but discourage another.

We often assume colleagues are being difficult or resistant when, in reality, people are simply wired differently.

Over the years, I have completed numerous personality assessments, including one as part of a leadership program at a university in Boston.

These assessments often categorized participants in various ways, sometimes using animal analogies such as lions, beavers or dolphins.

I once took an online personality test.

It told me I was deeply analytical, highly creative, naturally empathetic and a born leader.

Then I realized it was the same result it gave my wife, my neighbor and a guy in Cebu whom I had never met.

Either we are all extraordinary — or the test is.

I have also listened to many speakers explain personality types. Some were helpful.

Some were entertaining. Some were bordering on the ridiculous. “Are you a lion? A beaver? An otter? An eagle?”

At one point, I was just grateful I did not end up with the personality trait of a turkey.

Whatever that means. Though I suppose a turkey has confdence, especially before Thanksgiving. While these methods are memorable, their value is questionable.
Animal analogies are engaging and marketable, but they often oversimplify personalities and limit leaders’ understanding of their teams.

Psychologist and leadership author Art Markman notes that a common leadership mistake is assuming others think as we do.

We often project our preferences onto others and become frustrated when they respond differently. This is not a flaw in their perspective but rather a mismatch in approach.
According to Markman, personality influences the goals individuals pursue.

Some thrive on visibility and interaction, while others prefer quieter environments. Some value harmony, while others are comfortable delivering direct feedback.

Preferences for structure, openness to new ideas and emotional responses also vary widely.

These traits are not moral virtues or flaws.

They are simply different ways of operating.

However, many workplaces tend to reward a single personality type. Confidence is often equated with leadership, rule-following with loyalty and emotional restraint with maturity.

Creativity may be misinterpreted as disorder.

This misalignment can lead to disengagement, underperformance and conflict.

Effective leaders do not attempt to change personalities. Instead, they design roles and environments that leverage individual strengths. They adjust expectations, communication styles and responsibilities to align with each person’s natural tendencies.

Markman also cautions against categorizing people too rigidly. Most individuals are a blend of traits and adapt to different contexts. Simplistic labels can be misleading. Effective leadership recognizes patterns rather than relying on stereotypes. The purpose is not to excuse poor behavior, nor to trap people in fixed identities. The purpose is to lead people better.

Leaders should ask: Where will this person thrive?

What kind of communication helps this person perform?

What drains this person?

What energizes this person?

What kind of role turns this person’s wiring into strength rather than struggle?

Great teams are not built by sameness.

They are built by alignment.

This is especially important in a rapidly changing environment shaped by AI, remote work and constant pressure.

While technical skills and tools evolve, the way people handle stress, change and collaboration remains central to performance.

Ignoring personality in work design can lead to burnout and disengagement among talented employees.

The strongest teams are built on alignment, not uniformity.

Structure and creativity, boldness and caution and diverse temperaments all contribute to resilience.

Leadership matures when we shift from asking why others are not like us to asking how we can lead them effectively as they are.

We should move beyond animal analogies.

People are not exhibits.

They are uniquely and wonderfully different.

Leaders are most effective when they understand individuals and design work that enables everyone to perform at their best.

This distinction separates a boss from a true leader. The best leaders do not try to change people. They adapt the work.
People are not problems to solve but individuals to support and guide.[1]

Join Francis Kong for another run of his one-day Level Up Leadership: Agile. Able. Adaptive. seminar-workshop. Join us on Aug. 26, for a practical and inspiring learning experience designed for leaders, managers, entrepreneurs, business owners, and professionals who want to lead with greater clarity, confidence, courage, and competence in a disrupted world. Seats are limited. For inquiries and registration, contact Ms. April at +63 928 559 1798 or Ms. Sylene at +63 976 638 8974.Visit www.levelupleadership.ph

[1] Credit: Based on insights from Art Markman, PhD, “The Five Personality Types You Have To Work With,” Fast Company.