Tag Archives: personality type

Dealing with the dark side of our personalities!

By Elisabeth Goodman, 9th November 2017

Current approaches to management put emphasis on identifying and developing our strengths.  And rightly so.  Our individual strengths give us the opportunity to make significant contributions in our home and work lives.  The diversity of strengths within a team contribute to the success of organisations.

Personality tools such as Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and others likewise put an emphasis on understanding and developing our strengths.

However, we also have a “dark side” to our personalities!

In Belbin language these are our “allowable weaknesses”, in MBTI language it is our “blind spots”.  The Hogan Development Survey (HDS), described by Tomas Chamorro-Premuzic in the September-October 2017 issue of Harvard Business Review (see note 1 below), focuses entirely on eleven of these “dark side” traits.

From weaknesses and blind spots to the dark side…

The HDS survey is based on the work of Robert and Joyce Hogan, two psychologists who, about 20 years ago, identified aspects of personality that, if unchecked, can derail interactions at work, individual careers, and the effectiveness of teams and organisations.

Dark side traits taken from the Hogan Development Survey

The eleven traits are categorised under three headings:

  • Distancing traits – ones that push people away by making it hard to build trust
  • Seductive traits – ones that pull people in but, if overdone, can then have negative or destructive consequences
  • Ingratiating traits – that can impress others, but result in self-harm through being too submissive

It can be difficult to know where to focus our attention with so many personality tools out there.  The HDS traits have some echoes of the Belbin Type Roles and their “allowable weaknesses”, and of the MBTI personality types and the “blind spots” that people might experience.

Word cloud generated from words used to describe Belbin “allowable weaknesses”

But the most important take-home lessons from all of this are probably to:

  1. Be aware of when the “dark side” of your strengths may be having a negative impact on yourself or on others
  2. Develop some strategies for minimising these negative effects

Strategies for minimising the negative effects of our “dark side”

The Harvard Business Review article references a few strategies which could apply to any definition of personality weaknesses.

The first thing is to be aware of our actual or potential negative traits and the impact it may be having on others.

Resources available to us are:

  • Reflection on situations that did not work out as well as we would have liked and whether our own behaviour triggered that
  • Ad-hoc feedback from others
  • More formal feedback e.g.
    • 360 degree questionnaires
    • Observer input available through Belbin questionnaires
    • The HDS survey

The MBTI personality type descriptions also provide a rich source of information about some negative characteristics that might emerge when we are feeling mildly stressed or severely so (“in the grip”).

All of these are ways to build your emotional intelligence (self and social awareness) about yourself and your interactions with others.

Identify and practise some new strategies to help you deal with your “dark side”

As with all endeavours to do something new or different, it’s a good idea to start small and build from there.

Pick something you feel most motivated to do something about, and something you can relatively easily put in place.

So, for example, using some of the words above, if you have a tendency to:

  • Be overly sceptical (an HDS trait, the allowable weakness of a “Monitor Evaluator” in Belbin Team Roles and a characteristic of MBTI “extraverted thinking” types). The impact of that on others is that they may feel discouraged or defensive about sharing ideas with you.  You may want to choose an area of your work, or a specific occasion, to deliberately demonstrate greater openness to others’ views.
  • Lose touch with reality (Belbin “Plant”, HDS “Imaginative” trait), MBTI “extraverted intuition”).  The impact of that on others is that they may get impatient with you, or not pay attention to you. You could identify a typical situation when this might happen, perhaps a weekly team meeting, and focus on demonstrating greater collaboration with others.

You could also ask a helpful colleague or friend to alert you when they see you demonstrating one of your negative traits, and support you in whatever corrective action (“self-management” or “relationship management”  in emotional intelligence terms) you’ve identified.

Don’t be shy about asking for help from others

There are a few suggestions above about how feedback and support from others could help you detect and address your “dark side”.

Coaching is also an option.  The MBTI coaching and emotional intelligence resources are rich with tips on how to deal with “blind spots” and developmental challenges associated with the MBTI Types.


  1. Tomas Chamorro-Premuzic.  Could you personality derail your career?  Harvard Business Review, September-October 2017, pp.138-141
  2. About the author. Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting., a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We support our clients through courses, workshops and personal one-to-one coaching.) Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  RiverRhee is a support supplier for One Nucleus and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals).Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. 

    She is a member of CILIP and of APM (Association for Project Management) where she was a founding member of the Enabling Change SIG.


The mindset for Open Innovation – at “Open Innovation in Action” SBC OI summit

By Elisabeth Goodman and Lucy Loh

We had the opportunity to lead a break-out session at the recent Stevenage Bioscience Catalyst (SBC) Open Innovation summit.  It was a day filled with interesting presentations, panel discussions, networking and break-out sessions.

Open Innovation is all about people

Our session was one of the last in the day, so that delegates had had several opportunities to hear and reflect about the question of mindsets and the importance of soft people skills by the time they came to our break-out.

Stefan Lindegaard (@lindegaard) drew our attention to this in a big way in his presentation, when he stressed some of the key characteristics for success as being a networker, communicator, intrapreneur, and an influencer.  Also on his list was the ability to adapt, to tolerate uncertainty and to be an optimist.

The intrapreneur was particularly important in making things happen within the company by paying attention to people and creating the right conditions for innovation.

The pre-lunch panel session exploring the highs and lows of Open Innovation also homed in on the key characteristics for OI.

(By the way, some of the words have lost their associations in the word cloud – such as ‘not control freaks’ and being willing to ask difficult questions’ and ‘admit ignorance, whilst the reference to the bar – is about the place for carrying out negotiations!)

The mindset for open innovation is also about personality types

One of the participants in our break-out pointed out that it was also a question of people’s character when we asked them what the right mindset might be.  That was a great segway for our presentation, which explored two models.

In our first model Elisabeth reflected on how some of the personality type preferences described in the Myers Briggs Type Indicator are particularly relevant to different stages of (Open) Innovation, but that an organisation needed a blend of all personality types to be successful.

We need to find some unique individuals for successful Open Innovation

In our second model Lucy shared the results of her research into mindsets for innovation, and concluded that to be successful, organisations needed to seek out some unique characteristics.

The break-out closed with some final thoughts from the participants, who thought passion to keep going through the ups and downs, and the ability to listen to and understand others’ language and frames of reference were key to successful collaboration in Open Innovation.

Our full presentation is available on Open Innovation in Action – SBC OI summit website.


Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting (http://www.riverrhee.com), a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale. Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).

Lucy Loh is the Owner and Principal Consultant at Lucy Loh Consulting (http://uk.linkedin.com/in/lucyloh), a consultancy that helps businesses and organisations develop their business plans, and manage change in their organisations and teams to be able to deliver those plans.  She is also a RiverRhee Consulting Associate.  Lucy has 25 years’ experience in BioPharma, where she has held management roles in strategy development and all aspects of performance management, as well as extensive internal consulting.  Lucy has expertise and experience in organisation development, benefits management and in designing and leading business change. She is a certified Master Practitioner of NeuroLinguistic Programming (NLP), which enhances her work in change management and individual coaching.  She is also an accredited trainer with the Institute of Leadership and Management for Strategic Leadership.